profiles in diversity journal | nov/dec 2007

PROFILESIN

DIVERSITYJOURNAL

NOVEMBER/

DECEMBER2007

•VOLUME

9NUMBER

6www.diversityjournal.com

At Halliburton, we’ve found that putting significant trust—and business—in the hands of minority-

and woman-owned businesses is a win-win proposition for us all. Vendors win by partnering

with one of the world’s leading companies. Halliburton wins by receiving first-class service from

these quality-driven firms. If you have a minority- or woman-owned business, we want to talk to you!

Please contact us at [email protected] or visit www.halliburton.com/supplierdiversity.

© 2007 Halliburton. All rights reserved.

HALLIBURTON

H e l p i n g b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y .

Also Featuring ... Chrysler Financial’s Front Runner William F. Jones Jr. • Multicultural Programs for Women

Volume 9, Number 6

NOVEMBER / DECEMBER 2007$12.95 U.S.

Featuring These Leading Suppliers for HalliburtonBack row, left to right: CHERYL LAWSON, DUNCAN INDUSTRIAL SOLUTIONS;

OTIS ANDERSON, MICRO-SMART SYSTEMS, INC.; BARBARA PAULL, GENERAL TRUCK BODY; P.D. MORRISON, PDME

Front row: VIMAL KOTHARI, SYSTEL INC.; E. JEAN JOHNSON, LEGALWATCH INC.

www.halliburton.com

http://www.duncanindustrial.com/

http://www.micro-smart.com/

http://www.generalbody.com/

http://www.pdme.com/

http://www.systel.com/

http://www.legalwatch.com/

http://www.halliburton.com/Default.aspx?navid=363&pageid=980

Life’s calling. Where to next?

Our neighborhood was always built around music.

So it’s good to see everyone pick up the beat.

Now the band keeps playing on.

My dream is to get the good times rolling again in my hometown.

I

Starting at $35,420**As shown: 2008 Lincoln MKX with optional equipment, MSRP $41,500. Destination, tax, title and license fees extra. **Available feature.

At WellPoint, we are addressing tomorrow’s health care issues today. Womenaccount for approximately 70-85% of health decisions made in U.S.

households, yet still face barriers that make the acquisition of basic healthcare services difficult. WellPoint takes women’s health seriously. Our vision is

to move women to choose better health through education and wellnessinitiatives that address multicultural and multigenerational women and their

unique needs. Working to better people’s lives is not something you doeveryday. But it can be – at WellPoint.

Better health care, thanks to you.

Visit us online at wellpoint.com/careers and wellpoint.com/diversity

EOE ®Registered Trademark, WellPoint, Inc. ©2007 WellPoint, Inc. All Rights Reserved

Thanks to you,each of these women can navigate their health care plansto obtain the services specific to their needs.

http://www.ford.com/

http://www.careersatwellpoint.com/default.aspx

http://www.wellpointdiversity.com/

http://www.wellpoint.com/

It Takes A Village.�e music and musicians

of New Orleans have always been the city’s heart and soul.

�anks to the dedication ofHarry Connick Jr. and many

of his hometown friends, Musicians’ Village is the

best way to ensure that the Crescent City lifts itself up with heart and soul intact.

S

http://www.lincoln.com/

http://www.lincoln.com/

James R. RectorPUBL I SHER

John S. MurphyMANAG ING ED I TOR

Linda SchellentragerCREAT I V E D I R ECTOR

Damian JohnsonMARKET ING D I R ECTOR

Laurel L. FumicCONTR I BUT ING ED I TOR

Cheri MorabitoART D I R ECTOR

Alina DunaevaOVERSEAS CORRESPONDENT

Jason BiceWEB MASTER

L ET T ERS TO THE ED I TOR

Commentaries or questions should beaddressed to: Profiles in Diversity Journal,P.O. Box 45605, Cleveland, OH 44145-0605.All correspondence should include author’sfull name, address, e-mail and phone number.

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Profiles in Diversity JournalGemini Towers #11991 Crocker Road, Suite 320Westlake, OH 44145Tel: 440.892.0444Fax: [email protected]

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REPRINTS:[email protected]

EDITORIAL:[email protected]

PHOTOS & ARTWORK:[email protected]

Glancing back...looking ahead

Closing out a year’s final issue always makes me look back to review what we’ve

accomplished. We came into 2007 with a goal of giving our readers new

perspectives on diversity. And we did so with our collection of essays from the

true Pioneers of Diversity in our July/August issue. What’s more, we published

our International Diversity and Inclusion Lexicon, that is being used in training

programs around the world.

We also introduced you to more than one hundred important women who

are changing the face of diversity, in our giant Women Worth Watching issue.

And, in this issue, we’re serving up an inside look at Halliburton’s laudatory

work in supplier diversity. We’re also introducing you to our newest Front-

Runner of Diversity,William F. Jones Jr., COO of Chrysler Financial.

Looking ahead, in 2008 we celebrate our tenth year of publishing.

Ten years of shining the light on the people behind the initiatives, from

CEOs to frontline managers.

We have much in store for 2008, but to catch it all, you’ll have to read us

regularly. I urge you to make one resolution for 2008, and that is to continue

to learn about the people who are launching and executing the exciting

programs that draw out the best in people. We can help you do that.

So holiday wishes to all of you! Enjoy this issue, and know that we look

forward to serving you again in 2008.

John MurphyManaging Editor

2 PROFILES IN DIVERSITY JOURNAL N O V E M B E R / D E C E M B E R 2 0 0 7

www.diversityjournal.com


Sodexho is Being Recognized as a Leader

2007: Top Company for Diversity – Hispanic Business • Top 15 Best Companies for Workforce Diversity – BlackEnterprise Magazine • Top 20 Companies for Women of Color – Working Mother Magazine • Top 50 Entry Level Employers – CollegeGrad.com • Top Company for Diversity (#13) – DiversityInc • Top Company for African Americans (#9) – DiversityInc • Top 20 Companies for Asian Pacifi c Americans – Asian Enterprise Magazine • Top 50 Companies for Supplier Diversity – Hispanic Trends Magazine • Five Star Employer – U.S. Department of Defense 2006: Top 40 Companies for Hispanics – Hispanic Business Magazine • Top 50 Companies for Latinas – LATINA Style • Top 50 Companies for Diversity – DiversityInc • Top Companies for Women Executives – DiversityInc • Top 10 Companies for Asian Americans – AsianEnterprise • Top Companies for People with Disabilities – DiversityInc • Top Employer for African American Graduates – BlackCollegian Magazine • Corporate 100 List of Best Places to Work for Latinos – HISPANIC Magazine

She could beanything she wants at Sodexho

www.sodexhoUSA.com

William F. Jones Jr.

William F. Jones Jr., chief operating officer atChrysler Financial, discusses the company’s attitude,culture, and efforts to advance diversity andinclusiveness throughout the company.

21

50

On the Cover / Special Feature


The Transformation of Supplier Diversity at HalliburtonDozens of companies owe their success to the opportunities given to them by this giant.Halliburton has written the book on supplier diversity.

Volume 9 • Number 6November/December 2007


www.cisco.com

www.cisco.com/jobs

MomentumDiversity Who, What, Where and When

From My Perspectiveby David Casey

David Casey reflects on Race—The Power of an Illusion, on PBS.

CatalystThe Bottom Line: Corporate Performance andWomen’s Representation on Boards

MicroTriggersReal-Life MicroTriggers

MicroTriggers are those subtle—and not so subtle—behaviors,phrases and inequities that trigger an instantaneous negativeresponse. Here are more examples submitted by realpeople whose identities and places of business are beingprotected for obvious reasons.

Opportunities Growing for WomenMulticultural programs to help women advance are growing to keep pace with thisfastest growing segment in the U.S. workforce. More companies and organizations arecultivating their professional development, opening doors of opportunity that wereclosed just a few years ago.

59


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departments

Volume 9 • Number 6November/December 2007

To view current career opportunities, and to apply online, visit our CAREERS page at

www.unitedhealthgroup.com.

At UnitedHealth Group, unique is everywhere. In our approach to health care.In each segment of our business. In every professional. In the career op-portunities we offer. As a global leader in health care, UnitedHealth Group is committed to creating a workforce of unique individuals. Their unique per-spectives bring about innovative ideas.

It is the unique backgrounds, lifestyles and beliefs our professionals bring totheir work that fuels innovation, creates a healthy environment and drives ustowards our goal of creating a better health care system.

Founded in 1974, UnitedHealth Group has since grown into a Fortune 100company. Our family of businesses work tirelessly to advance the quality andaccess to care while making services more affordable and easier to use foreveryone. Our work impacts the lives of nearly 55 million people and helpscoordinate care for more than 20 million more.

As unique as the many businesses that unite to form UnitedHealth Group, arethe career opportunities they offer. From accounting to marketing, clinical toclaims, the employment experience at UnitedHealth Group is second to none.Regardless of their unique talents, our professionals are united to improvehealth care for everyone.

Let us hear your unique voice in these careers available nationwide throughout our family of businesses.

• Business Analysts• Customer Care Professionals• Financial Analysts• Information Technology• Inside & Field Sales• Product Associates• Underwriting AnalystsThrough innovative leadership in health care, UnitedHealth Group provides ongoing career opportunities for diverse individuals, enriching the employment experience and creating a healthier atmosphere for all.

UnitedHealth Group is an equal opportunity employer and employs individuals based on job-related qualifications regardless of race, religion, sex, national origin, age, or other protected characteristics. M/F/D/V.

www.unitedhealthgroup.com


Barbara Goodstein BecomesAXA Equitable’sChief Innovation Officer

NEW YORK—Barbara Goodsteinhas been appointedchief innovationofficer of AXAEquitable LifeInsurance Company.Ms. Goodstein isalso executive vicepresident of market-

ing and a member of the company’sexecutive management committee.The announcement was made byChristopher M. “Kip” Condron, chair-man and CEO of AXA Equitable, towhom Ms. Goodstein reports.“With her creative talent and out-

standing project execution skills, Barbarais the ideal candidate to develop andlead AXA Equitable’s enterprise-wideinnovation strategy,” he said.As chief innovation officer, Ms.

Goodstein is responsible for growthinitiatives across AXA Equitable. Sheheads a newly-formed marketing andinnovation business group that serves asan incubator for new business ideas,where concepts are explored, tested, andbrought to market quickly.Ms. Goodstein joined AXA Equitable

in July 2005 as executive vice president,marketing and product development.She earned her MBA in marketing fromColumbia University Graduate Schoolof Business and her BA from BrownUniversity. She holds NASD Series 7,63 and 24 registrations.

ING Names Debbie HolcombeHead of U.S. WorkforceDiversity

ING U.S.Financial Servicesannounced todaythat it has namedDebbie Holcombeto head U.S.WorkforceDiversity.Holcombepreviously served

as head of brand development.In her new role, Holcombe will be

responsible for advancing the company’sdiversity initiatives, including talentrecruitment, retention and development.She will partner with executive leader-ship, business management, stakeholdersand employees to foster a diverse andinclusive work environment. She willalso serve as the U.S. representative onING’s Global Diversity Council.“Debbie has been a driving force

promoting the company’s core valuesaround diversity,” said Larry Milan, headof human resources, ING U.S. FinancialServices. “Her knowledge of the industry,coupled with her passion and broadperspective of the organization, positionsher well to help strengthen the company’sculture and reputation as an employerthat embraces diversity.”Ms. Holcombe has over 20 years of

experience in the financial servicesindustry. In her previous role as head ofBrand Development, her primaryresponsibilities included brand standardsand employee engagement.Ms. Holcombe attended Temple

University in Philadelphia.ING is a global financial institution

of Dutch origin offering banking, insur-ance and asset management to morethan 75 million private, corporate andinstitutional clients in more than 50countries.For more information, visit

www.ing.com.

Bank of the West AppointsMaria Lazzarini, Fran Lopezto Senior Roles

SAN FRANCISCO—Bank of theWest announcedthat MariaLazzarini has beenpromoted to exec-utive vice presidentand will takeresponsibility formanagement

of the bank’s Northern CaliforniaDivision, a 102-branch network providingconsumer and business banking services,predominantly in the greater Bay Area.

Executive VicePresident FranLopez was namedto head the bank’sCommunity andPublic Relationsfunction,responsiblefor the bank’scorporate

philanthropy and for internal andexternal communications.Lazzarini, a distinguished 24-year

Bank of the West veteran with roots inEast Bay branch banking, served ininternational, commercial and corporatebanking positions before rising throughthe management ranks. Lopez, whojoined Bank of the West in 1993, mostrecently managed the corporate market-ing function and previously managedretail banking administration. She wasformerly a Citibank manager, both inNew York and in California.Both executives will continue to be

based at the San Francisco headquarters.Founded in 1874, $58.4 billion-asset

Bank of theWest (www.bankofthewest.com)offers a full range of personal, business,trust and international banking servicesand currently operates more than 700retail and commercial banking locationsin 19 western and midwestern states.


Good s t e i n Ho l c ombe La z z a r i n i

L o p e z

www.axa-equitable.com

www.ing.com

www.bankofthewest.com


www.lockheedmartin.com© 2007 Lockheed Martin Corporation

The men and women of Lockheed Martin are involved in some of the most important projects in the

world. Though naturally diverse, our team shares a common goal: mission success. Our differences

make us stronger because we can draw on the widest possible range of unique perspectives. Resulting

in innovative solutions to complex challenges. Lockheed Martin. One company. One team.

Bring out the best in everyone,

and you can achieve great things.

www.lockheedmartin.com


Lourdes F. Diaz JoinsSodexho’s Diversity Office

Lourdes Diaz hasrecently joinedthe diversityoffice at Sodexho,in Gaithersburg,Maryland. She isa senior directorof diversity rela-tions, part of theexecutive team.

Under her new role, she is responsiblefor driving the diversity and inclusionmessage to internal stakeholders andmanaging external relationships. Lourdesholds a leadership role in representingSodexho within the marketplace,and is committed to promoting bestdiversity practices.Before joining Sodexho Ms. Diaz was

the vice president for corporate relationsand the director of the procurementcouncil at the National Gay andLesbian Chamber of Commerce(NGLCC). Lourdes joined theNGLCC in the spring of 2006 anddirected the corporate relations andsupplier diversity departments.She holds a BA in marketing from

Loyola University in Chicago.

Machelle A. McAdoryNamed VP atChrysler Financial

Machelle A.McAdory wasappointed vicepresident, humanresources andadministrativeservices, forChrysler Financialin July 2007. Priorto this position,

Ms. McAdory was senior manager,human resources, global procurementand supply, at Chrysler Group.She reports to Paul Knauss, presidentand chief executive officer forChrysler Financial.McAdory is responsible for all aspects

of human resources strategic planningand implementation including organiza-tional effectiveness, employee relations,diversity, employment, compensationand benefits, leadership and professionaldevelopment and facilities services.McAdory joined the company in

1987 as a placement and developmentcoordinator.She has a bachelor’s degree in

industrial administration from GMIEngineering and Management Instituteand a master’s degree from theUniversity of Michigan.

Andrew McMahon AppointedChairman of AXA Advisors, LLC

NEW YORK—AndrewMcMahon,executive vice pres-ident of AXAEquitable LifeInsuranceCompany, hasbecome chairmanof AXA Advisors,

LLC, the company’s retail distributionchannel and broker/dealer. He will suc-ceed Robert S. Jones, ChFC, CLU, whoretired from the company on June 30after a successful 41-year career.Most recently, Mr. McMahon held

the position of chief operating officer ofretail distribution. He will continue toserve as a member of the company’sexecutive management committee.The announcement was made byChristopher M. “Kip” Condron, chair-man and CEO of AXA Equitable, towhom Mr. McMahon continues to report.Mr. McMahon is responsible for the

company’s retail distribution channel,including approximately 6,000 financialprofessionals and 60 branch officesnationwide and in Puerto Rico. In hisrole as chairman, he will continue todrive strategy for profitable growthacross retail distribution, focusing onmanagement development, recruiting,retention, and development of new andexperienced financial professionals, andveteran productivity.

Mr. McMahon joined AXA Equitablein April 2005 as senior vice president tolaunch the company’s strategic initiativesgroup. In that role he was responsiblefor the development and implementa-tion of strategies to increase revenuegrowth in the company’s retail andwholesale distribution channels. Hewas promoted to executive vicepresident and elected to the company’sexecutive management committee inSeptember 2005.Mr. McMahon earned a BS from

Fairfield University and an MBA fromColumbia Business School.

David L. Nelson NamedVP, Treasury, atChrysler Financial

David L. Nelsonwas appointed vicepresident, treasury,Chrysler Financial,in July 2007.Prior to thisposition, Nelsonwas director,investor relations,North America,

with Chrysler Group. Mr. Nelsonreports to the chief financial officerfor Chrysler Financial.Nelson is responsible for all treasury

functions for the company. This includescapital markets funding, cash manage-ment, asset-liability and pensionmanagement, interest rate riskmanagement and development offinancing structures that optimize thecompany’s capital structure.In addition, as a management

spokesman, Nelson maintains relation-ships with rating agencies, banks andinstitutional investors.Nelson joined the company in 1990

as a financial analyst.He has both a master’s degree in

economics and an MBA in finance fromthe University of Detroit.


D i a z

McMahon

Ne l s o n

McAdo r y

www.sodexhoUSA.com

www.chryslerfinancial.com



Pfizer Hires NewVice President andChief Talent Officer

NEW YORK—Pfizer hasannounced thatDr. TanyaClemons, a seniorexecutive withextensive experi-ence in leadershipand organizationchange at

Microsoft and IBM, will join Pfizer asvice president and chief talent officerin November.Dr. Clemons will report to Mary

McLeod, the senior vice president forhuman resources. She will be a memberof the HR leadership team and Pfizer’ssenior management team.Dr. Clemons will have responsibility

for enterprise-wide organization develop-ment, talent and learning strategies andplay a critical role in shaping the newculture. She will lead the company’ssenior executive talent development,global people development and succes-sion processes.Dr. Clemons is currently a corporate

vice president for Microsoft, where sheis responsible for leadership develop-ment, talent management, employeelearning and training, organizationdevelopment, and change initiatives.Prior to joining Microsoft, she heldleadership roles at IBM, Georgia-Pacificand Anheuser-Busch.Dr. Clemons earned a BA in psycholo-

gy from the University of New Orleansand a PhD in organizational psychologyfrom Louisiana State University.

President of National Centerfor Cultural Healing JoinsIvy Planning Group

ROCKVILLE,Md.—IvyPlanning GroupLLC (Ivy), a full-service manage-ment consultingfirm headquar-tered in Rockville,Md., hasannounced that

David Bear Carrillo, founder andpresident of The National Center forCultural Healing, has joined Ivy as asenior consultant. An American Indianoriginally from Utah, Mr. Carrillo con-tributes to Ivy his talents in the areas ofcultural diversity, cultural competenceand organizational development. He iswidely known as an expert facilitator ofhighly interactive learning environments.Mr. Carrillo has worked with organi-

zations that include Texaco, Johnson &Johnson, AmeriCorps VISTA, the U.S.Environmental Protection Agency, theU.S. Geological Survey and the U.S.Department of the Interior’s Bureau ofIndian Affairs. The National Center forCultural Healing and Ivy collaboratedjointly on a project in 2006, and foundtheir partnership to be valuable andrewarding. According to Ivy’s president,Janet Crenshaw Smith, Mr. Carrillo“represents a special addition to ourdiversity consulting and training prac-tice. His expert knowledge of diversityand inclusion, organizational dynamicsand culture, and of the unique Americanand American Indian relationship andexperience, will prove invaluable to Ivyand to our clients.”

Theresa Cropper JoinsPerkins Coie as Directorof Diversity

CHICAGO—Perkins Coie ispleased toannounce thatTheresa Cropperhas joined the firmas its new directorof diversity andprofessional devel-

opment. She joins the firm from DLAPiper Rudnick Gray, where she was thenational director of diversity responsiblefor coordinating the efforts to recruit,retain and promote the diverse attorney.“At Perkins Coie, we value diversity

as part of our culture and pride ourselveson our diversity initiatives. Theresa’swealth of experience will be invaluable aswe continue to develop a workforce thatreflects the richness of diversity withinour communities,” said Robert Giles,managing partner.With more than 650 lawyers in 15

offices across the United States and inChina, Perkins Coie serves companiesranging in size from start-ups to FOR-TUNE 100. Many of the firm’s clientsare market leaders in traditional indus-tries and emerging technology markets.

Dreier Stein & Kahan LLPAnnounces 2007California Bar FoundationScholarship Recipient

SANTAMONICA,Calif.—DreierStein & KahanLLP hasannounced thatCatherine Pugh,aspiring civil rightsattorney, is therecipient of the

firm’s 2007 California Bar FoundationScholarship. Dreier Stein & Kahan LLP,along with five other law firms inCalifornia, has pledged $30,000 to the

PROFILES IN DIVERSITY JOURNAL N O V E M B E R / D E C E M B E R 2 0 0 7 11

C l emon s Ca r r i l l o C r o p p e r

P u g h

www.pfizer.com

www.ivygroupllc.com

www.perkinscoie.com

www.dreierstein.com



scholarship program over three years.Ms. Pugh’s commitment to social

justice led her to attend CaliforniaWestern School of Law, where shecontinued her path of improving thelives of those around her. Ms. Pugh wasselected from a nationwide pool ofapplicants as an associate with theCouncil of Legal Education, a programthat pairs minority students in criminaljustice programs with attorneys of color.In addition to her professional accom-plishments, Ms. Pugh is in the top ofher law school class, a breast cancersurvivor, a mother of three and a fosterparent to a number of foster children.“Catherine embodies all of the

qualities that Dreier Stein and KahanLLP embraces—perseverance, the drive toget things done and a desire to use her legaltraining to help others,” said Stanton “Larry”Stein, partner at Dreier Stein & Kahan LLP.

The California Bar Foundation isdistributing $187,500 in law schoolscholarships to 39 students from 17California law schools. Recipients arenominated based on their dedicationto public service, academic performance,and financial need.Dreier Stein and Kahan LLP is

national full-service law firm headquar-tered in Santa Monica’s Water Gardencomplex, with a second west coast officeat Fox Plaza in Century City.

Bryan Murphy ReceivesSilver Vanguard AwardFrom Chief Learning OfficerMagazineLOS ANGELES— Bryan Murphy, exec-utive vice president and chief claimsofficer, Farmers Insurance Group, hasreceived the 2007 Learning In Practice

Silver VanguardAward sponsoredby Chief LearningOfficer (CLO)magazine. Themagazine recog-nizes industryleaders forexcellence inenterprise learning.

The awards ceremony was held at theLoews Ventana Canyon Resort inTucson, Arizona on Tuesday, Oct. 2 inconjunction with the Fall 2007 ChiefLearning Officer Symposium.“This is really an honor, not just for

me or the claims department, but forFarmers Insurance,” Mr. Murphy stated.“It shows Farmers’ continued pursuit oflearning in order to serve our customers.I am very proud of the Farmers teameffort and the recognition given us by

PDJPDJ

Mu r p h y



www.shell.com/us/diversity


by David Casey

Why Some ThinkBarak Obama isNot Black Enough

Well folks, here we are at the endof 2007. Many of you reading

this are full time practitioners of diversitymanagement or at least have it as a signif-icant part of your occupation. I’d beinterested to know how many of you feelthat our country’s dialogue around what wecall race has evolved. I don’t believe it has.

We are often times all too eager todiscuss the sexier issues related to diversitymanagement—multicultural markets,global economies, cultural competency,balanced scorecards, etc. Yet, we stillfind ourselves grappling with whypeople think Barak Obama is not blackenough or shocked to find that Rev.Al Sharpton and Strom Thurman maybe distant relatives.

Unfortunately, we have never fullyvetted the issues surrounding how we gotto this point. The fact is that there is nobiological basis for defining ourselves alongracial lines as most of us know them.

While the notion of race is notgrounded in biological reality, itnevertheless has a very real historical andsociological basis in our country’s culture.I had the opportunity to catch a seriestitled, Race—The Power of an Illusion onPBS. This series outlines how we havecome to categorize ourselves as differentraces as a means of expressing socialdistinctions within a population thathas considerable physical variation.

Consider a couple of facts/thoughtsdiscussed during the series—

1. Race is a modern idea.2. Race has no genetic basis.3. Human subspecies don’t exist.4. Skin color really is only skin deep.5. Most variation is within, not between, races.6. Slavery predates race.7. Race and freedom evolved together.8. Race justified social inequalities as natural.9. Race isn’t biological, but racism is still real.10. Color blindness will not end racism.

I have told many people that sayingthat one is color-blind is not a goodaspiration. To those of you who haveheard me say that, can I have a take-back? Given that skin color is truly onlyskin deep, I’m ready to sign up for theColor-Blind Society. This does notnegate the relevance of cultural distinc-tions or the impact of practices andpolicies steeped in racism; it negatesonly supposed racial distinctions basedon biology. I am very proud of myAfrican cultural heritage, yet I also real-ize and appreciate those of African her-itage with skin tones as light as ColinPowell and as dark as Wesley Snipes.

Far be it for me to try to cover allthere is to cover in a few paragraphs, solet me point you to some resourcesand things to do that will help to shiftour paradigms around what we think ofas ‘race’:

• PBS Series: Race—The Power of anIllusion. Go to www.pbs.org/race tolearn more about the science, history andsocietal impacts of this thing we call race.

• While many think the world has beenshaped by racial differences amongworld cultures, the book Guns, Germsand Steel, by Jared Diamond, exploresthe cultural evolution of worldcultures by climactic zones and theirrelationship to today’s world order.

• Be conscious about using the term‘race’ to define and characterize peopleby physical variations among groups.

One of my goals with this series ofarticles was to move the dialogue arounddiversity management forward and tospark new thoughts and paradigms.If I have done nothing else, I hope tohave accomplished that. On that note,I would like to thank Jim Rector and thestaff at PDJ for inviting me to share var-ious perspectives with you this past year.

This will be my last in this series, asI am pleased to transition the role ofChief Diversity Officer to Linda Jimenez,as I take over new responsibilities. Lindawill be taking over this series in the newyear. I also want to thank you for thepositive response to this series and foryour passion for moving this work andthe profession of diversity practitioner tonew heights. I wish you all the best andhope to continue these conversations asour paths cross in the future.

David Casey is VP of Talent Management atWellPoint, Inc. His column appears in each issueof Profiles in Diversity Journal.

PDJ


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www.dell.com

The Bottom Line: CorporatePerformance and Women’s

Representation on Boards,” Catalyst’smost recent study, finds that, on average,financial performances at Fortune 500companies are higher at companies withhigher percentages of women on theirboards of directors.

The study looked at threecommonly used measures of financialperformance—return on equity (ROE),return on sales (ROS), and return oninvested capital (ROIC)—from 2001to 2004, in conjunction with womenboard director data from Catalyst censusesfrom 2001 and 2003. It found that, in

terms of ROE, companies with thehighest percentages of women boarddirectors outperformed companies withthe lowest percentages of women boarddirectors by 53 percent (see Figure 1).For ROS, the number was 42 percent(see Figure 2), and for ROIC, the numberwas 66 percent (see Figure 3).

The Bottom Line:Corporate Performance andWomen’s Representation on Boards


Return on Equity by Women’s

Representation on the Board

9.1% 13.9%

+53%

Companies with moreWBD outperform thosewith the least by 53%

Bottom Quartile WBD

Top Quartile WBD

RO

E

Return on Sales by Women’s

Representation on the Board

9.7% 13.7 %

+42%

Companies with moreWBD outperform those with the least by 42%

Bottom Quartile WBD

TopQuartile WBD

RO

S

Return on Invested Capital by

Women’s Representation on the Board

4.7% 7.7 %

+66%

Companies with moreWBD outperform those with the least by 66%

Bottom Quartile WBD

TopQuartile WBD

RO

IC

© Catalyst 2007 © Catalyst 2007 © Catalyst 2007

continued on page 18

Figure 1 Figure 2 Figure 3

“

By Catalyst

www.catalyst.org


of rapid change for our company and for ourindustry, we believe that the unique perspective of eachPfizer employee is vital. Why? Because the tough healthcare challenges people are facing today call for new, different, and diverse ways of thinking.

That’s why we’re implementing a global strategy to ensure Pfizer’s culture not only respects, but also leverages each individual employee’s background, character, and life experiences. We’re putting those unique perspectives to

work to find new, innovative solutions for patients, and better ways of working with our customers, our partners,and the communities we serve.

At Pfizer, we believe diversity means an inclusive and empowering work environment. The result? A happier,healthier tomorrow for us all.

In a time

www.pfizer.com

These numbers aren’t just a resultof a few high-performing companies orindustries. As you can see from Table 1,the link between corporate performanceand women board directors holdsacross industries.

In addition, corporate performanceis stronger than average at companieswith at least three women boarddirectors, as Figure 4 illustrates.These results follow Catalyst’s 2004

report, The Bottom Line: ConnectingCorporate Performance and GenderDiversity, which showed that theFortune 500 companies with the highestpercentages of women corporate officers

experienced, on average, a 35.1 percenthigher return on equity (ROE) and 34.0percent higher total return to shareholders(TRS) than did those with the lowestpercentages of women corporate officers.While none of this data proves or

implies causation, the fact that womenboard directors and women corporateofficers go hand-in-hand with highcorporate performance adds to thebusiness case for diversity at organizations,which Catalyst continues to study.This study was authored by Lois Joy,

Ph.D., Director, Research, and NancyM. Carter, Ph.D., Vice President,Research, at Catalyst Inc. and by

Harvey M. Wagner, Ph.D., Professor,Kenan-Flagler Business School,University of North Carolina, ChapelHill, and Sriram Narayanan, Ph.D.,Assistant Professor, Eli Broad Schoolof Business, Michigan State University,East Lansing. PDJPDJ

Founded in 1962, Catalyst is the leadingnonprofit corporate membership research andadvisory organization working globally withbusinesses and the professions to build inclusiveenvironments and expand opportunities forwomen and business. For more informationon this report and to see its appendices, whichlist the companies with highest and lowestpercentages of women board directors, visitwww.catalyst.org.

Women’s Representation on Boardscontinued

Financial Performance at Companies With

Three or More Women Board Directors (WBD)

Average11.5%

ROE ROS

%

ROIC

Average11.5%

Average6.2%

16.7% 16.8%

10%

Figure 4

ROE ROS ROIC

Consumer Discretionary * * *Consumer Staples * * *Financial — * —Healthcare * * *Industrials * * *Information Technology * * *Materials * — *

* Top quartile outperforms bottom quartile — Top quartile does not outperform bottom quartile

Table 1

© Catalyst 2007 © Catalyst 2007


www.catalyst.org



It’s people from all walks that make the

world run.

The world is a vast collection of people,

cultures and ideas. And as a global

company working in over 180 countries,

we embrace the unique vision that a

truly diverse workforce brings. With the

broad experience of our more than

55,000 employees, we harness the most

powerful energy of all, human energy.

To learn more, visit chevron.com.

www.chevron.com

N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d • M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u s R a i l r o a d P a s s • P r i m m V a l l e y R e s o r t s • S i l v e r L e g a c y • C i r c u s C i r c u s R e n o • C o l o r a d o B e l l e • E d g e w a t e r • G o l d S t r i k e • N e v a d a L a n d i n g

O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t

mgmmiragedivers i ty.com

www.mgmmiragediversity.com

22 Supplying Halliburton

26 Internal Champion Profiles

34 Supplier Profiles

www.halliburton.com

PHOTO • JIM

SYSTEL INC.

www.systelinc.com

Special Feature Halliburton

SupplyingHalliburton

nly a few multinationals can get a firm handle

on supplier diversity. Their size and scale of

operations often present challenges that slow

the pace of change. And who can fault them?

After all, blending the culture and norms of

dozens of countries into a cohesive plan is

daunting, to say the least.

That’s why Halliburton’s work in supplier

diversity is so remarkable. The company has embraced every aspect

of supplier diversity and taken each aspect to a new level. Scores of

companies owe their existence to the opportunities Halliburton brought

to them.

Take a look at what Halliburton has wrought; you’ll be impressed

and inspired.

T H E T R A N S F O R M AT I O N O F S U P P L I E R D I V E R S I T Y

O




Step Changes: Halliburton Transforms

Supplier Diversity Program into

Diverse Global Supplier Base

With record-breaking global consumption of oil and gas,

Halliburton is enjoying robust demand for its oilfield

products and services. As its operations expand to meet cus-

tomer needs, the company is extending the growth opportuni-

ties to its own suppliers. Those who want to grow and global-

ize have an unprecedented opportunity with Halliburton.

“We need a diverse supply chain organization to meet the

demands of the ever-growing worldwide marketplace,” said Len

Cooper, senior vice president, supply chain, and Halliburton’s

primary executive focal point for supplier diversity.

“We are committed to creating a business environment

where diverse suppliers are encouraged to participate and get a

fair and equal chance to compete for our business based on the

relative value they bring to Halliburton.”

Redefining Supplier Diversity

Halliburton has operations in approximately 70 countries.

Sourcing close to the customer improves Halliburton’s

ability to deliver products and services in these countries when

and where they are needed, and at the right price. Further, it

helps develop communities around the world where

Halliburton operates. This sustainable sourcing, of which sup-

plier diversity is a key component, is one of the four elements

of Halliburton’s global sustainability strategy.

Outside the United States, Halliburton offices locally

procure more than $1 billion in spend. The company is devel-

oping local supply chain organizations in Europe, Eurasia,

Africa, the Middle East, Asia Pacific, Canada and Latin

America. These regional organizations will source closer to the

customer, with the goal of improving logistics capability and

cost structure.

In light of this growing regional supply chain organization,

Halliburton is redefining what it means to be a “diverse” supplier.

“What is considered diverse in the United States is not

necessarily diverse in Africa or Asia,” said Halliburton

Health, Safety, Environment and Sustainability Director

Helen O’Connor.

“Supplier Diversity for Halliburton now encompasses

Halliburton Supplier Diversity

Snapshot of Halliburton

OVERVIEWHalliburton adds value across the entire lifecycle of oil and gasreservoirs, starting with exploration and development, movingthrough production, operations, maintenance, conversion andrefining, and finally to infrastructure and abandonment. Operatingin nearly 70 countries working in two major business segments:Drilling and Evaluation; Completion and Production.

These segments offer a broad array of products and services toupstream oil and gas customers worldwide, ranging from integratedsoftware and services to drilling tools, logging, and perforatingtechnology, from manufacturing of drill bits and other down-holeand completion tools to pressure pumping services.

Halliburton’s vision is to be the preferred upstream service companyfor the development of global oil and gas assets.

HALLIBURTON’S SUPPLIER DIVERSITY FOCUSCreating mutually beneficial business relationships that deliver value

to our company and our customers.

HALLIBURTON’S DEFINITION OF SUPPLIER DIVERSITYSupplier diversity is a proactive business process which seeks to

diversify our supplier base, expand business opportunities, and

develop a supply chain that reflects the diversity of the communities

and countries where we work.

EMPLOYEES50,000 in 70 countries.

COMPANY HEADQUARTERS & WEB SITEHouston, Texas

www.halliburton.com

www.halliburton.com




national and local content suppliers, small-to-medium business

enterprises (SMEs) and ethnic minority businesses (EMBs), in

addition to women’s business enterprises (WBEs) and minority

business enterprises (MBEs).”

Halliburton is establishing country-specific criteria to identify

quality suppliers around the world that can support the

company’s growth in international markets. It also is develop-

ing an innovative supplier coaching program that will help

U.S. suppliers move into international areas with Halliburton’s

support and expertise. In exchange, these suppliers will mentor

national content suppliers in underdeveloped markets.

“Diverse suppliers and national content suppliers can learn

from each other while growing their businesses internationally,”

said O’Connor.

“Getting to this next level also means challenging ourselves to

lead in undefined and uncharted territory,” Cooper pointed out.

In this broader view of the world, Halliburton’s vision is to

be recognized as a global leader in supplier diversity and national

supplier development in countries with open markets. Its mis-

sion is to enhance competitive positioning in global markets by

identifying, developing and ensuring the inclusion of diverse and

national suppliers as an integral component of the supply chain.

Toward these ends, in 2007-2008 Halliburton is refining

its U.S. supplier diversity initiative and expanding its global

presence. Activities include conducting internal training,

expanding second-tier diverse supplier reporting by some of its

top suppliers, establishing local champions across the United

States with a regional structure to follow in 2008, designing

and executing targeted local content strategies, and developing

strategic suppliers over the next five years.

Building Supplier Competencies

for Globalization

To support and encourage the development of diverse

suppliers who have global capabilities or the potential to

be a global provider, the company introduced the BEST

program in late 2006. BEST—Business Education and Supplier

Transformation—is a program intended to foster closer

relationships with diverse suppliers that will play a key role

in Halliburton’s future.

“BEST suppliers are a unique group,” said Ingrid

Robinson, senior manager of Global Supplier Diversity. “These

are suppliers who are equipped to meet our future growth

needs. We bring them ‘behind the curtain’ to understand

Halliburton’s supply chain strategies. We want to increase

alignment with them, foster talent development in their organ-

“We need a diverse

supply chain

organization to meet

the demands of the

ever-growing world-

wide marketplace.”LEN COOPER, SENIOR VICE PRESIDENT,

SUPPLY CHAIN




izations and build diverse supplier competency in our core

business areas,” she said.

“Networking events create opportunities for BEST suppli-

ers and Halliburton senior leaders to get to know each other.

Participants also attend training sessions taught by Halliburton

subject-matter experts and external partner organizations.”

Currently, 10 diverse supplier companies are participating

in BEST and enjoying unparalleled access to Halliburton man-

agement and business growth opportunities. In its first year,

the program has already generated positive results for BEST

suppliers. For example, the chief executive officer of Micro-

SMART Systems Inc., a manufacturer of state-of-the-art oil-

field tools, attended a supplier trip with the company’s chief

procurement officer. Custom truck manufacturer General

Truck and Body, a Halliburton supplier for more than 20

years, has proposed exploring the creation of a new business

line in partnership with the company.

As a BEST supplier, Icon Information Consultants dis-

cussed opportunities for increasing its contract service levels

directly with the company’s chief information officer. And

being part of the BEST program enabled LegalWATCH Inc.

to expand the legal training it provides Halliburton in the

United States to some international locations.

Internal Champion Profiles

MARK McDANIELHealthy suppliers are good forbusiness. As a major oilfield servicesprovider, Halliburton understandsthis and knows that strengtheningits own supplier base is key to itssustainability.

“We are always on the lookout for diversity inour supply base, and we want our suppliers tobe as healthy as possible,” said Mark McDaniel,vice president of procurement and logistics forHalliburton.

“We look for opportunities to help themgrow their businesses. Some of our diversesuppliers have ‘hit the wall’ in terms of growingand expanding their business capacity. They mayneed access to capital, mentoring or businessconsulting. We give them training and mentor-ing to get over that wall and take their businessto the next level if they are interested.”

Many Halliburton customers require theirsuppliers to have active supplier diversity andlocal content programs in place. With itscommitment to developing diverse suppliers,Halliburton has taken the requirement a stepfurther. “Our supplier diversity program is on apar with most of our customers and it hasbecome a differentiator for us,” McDaniel said.

KELL LEWISFor Kell Lewis, being a HalliburtonSupplier Diversity Champion isabout opening doors.

Lewis is the senior supply chainmanager for Halliburton’s Gulf ofMexico operations. Based inLafayette, La., he is responsible forprocurement and logistics for all

H A L L I B U R T O N


1 Halliburton’s Three-Tiered

1

Executive Advisory Board (EAB)comprised of senior executives who influence

the company’s strategic direction



Building Ownership for Supplier Diversity

Halliburton’s supplier diversity vision and initiatives are ambi-

tious, and the company realizes they can be achieved only

if managers take ownership for them. Its three-tiered supplier diver-

sity corporate support structure is designed to build this sense

of ownership.

The top tier of the structure is the Executive

Advisory Board (EAB), comprising senior exec-

utives who influence the company’s strategic

direction. As Halliburton’s chief advocates for

supplier diversity, EAB members ensure support

for the vision, mission and programs at all levels.

During quarterly meetings, the advisory

board reviews supplier diversity performance

metrics to assure alignment with business strate-

gies, advises on policies and assists in removing

roadblocks. EAB members build accountability

for supplier diversity in their own organizations

and ensure that management and departments

support supplier diversity.

The Supplier Diversity Council (SDC),

comprised of directors and managers, forms the

second tier of the structure. The SDC meets

quarterly as well, prior to each EAB meeting.

The SDC identifies barriers to supplier diversity and imple-

ments strategies to ensure the success of various supplier

diversity initiatives.

“Many of our program ideas, including the need for a supplier

capacity building program like BEST, have come from the supplier

diversity council,” explained Robinson. “They understand how dif-

“Networking events createopportunities for BEST suppliersand Halliburton senior leadersto get to know each other.Participants also attendtraining sessions taught byHalliburton subject-matterexperts and external partnerorganizations.”

INGRID ROBINSON, SENIOR MANAGER OF GLOBAL SUPPLIER DIVERSITY.

Supplier Diversity Corporate Support Structure

2

3The Supplier Diversity Council (SDC)

comprised of directors and managers

who oversee day-to-day business managementSupplier Diversity Champions

provide on-the-ground assistance for minority,

women and small businesses navigating

Halliburton’s organization in the United States



ferent initiatives impact profitability and they know how to

ensure buy-in. When the council takes ownership and drives

programs to support business goals, they embed supplier diver-

sity throughout the company. With this structure, the role of

the supplier diversity organization is to facilitate and administer

the initiatives that the council puts forward.”

At the third tier of the internal structure, Supplier

Diversity Champions provide on-the-ground assistance for

minority, women and small businesses navigating Halliburton’s

organization in the United States.

“We have to understand departmental sourcing processes

so we can connect diverse suppliers with key decision-makers,”

said Kell Lewis, senior manager of procurement, materials and

logistics for the Gulf of Mexico region, which includes coastal

Louisiana, Texas, Mississippi and Alabama.

“Next year, we plan to have about 40 champions active in

our regional structure, including field procurement and logis-

tics, manufacturing, product service lines (PSLs), support

functions and international sourcing groups.”

In addition to this demonstrated leadership, Halliburton

relies on policies, training, communication and recognition to

educate its workforce of almost 50,000 about supplier diversity

resources and processes. The company will soon provide


materials moving offshore. Lewis representsHalliburton on the board of directors for theWomen’s Business Council Gulf Coast.

“Sending purchasing agents to meetingsof these organizations has helped to opentheir eyes to the benefits of working withdiverse suppliers,” said Lewis.

These same purchasing agents have long,well-established supplier relationships, sobringing new suppliers into the mix requireswork on both sides of the table. “I try toopen the doors for diverse suppliers to comein and tell us what their capabilities are, butit’s up to them to sell themselves. They needto be able to show us the value of doingbusiness with them,” Lewis said.

“We owe it to our communities to figureout how we can work with small businessesand businesses owned by minorities andwomen,” he added. “There are a lot ofingenious folks out there with innovativeideas, new approaches and ways to do thingsbetter, faster and cheaper.”

VERONICA BROWNAs Halliburton’s ProcurementCenter manager responsible for$100 million in total annualspend, Veronica Brown believesin the value of supplier diversity.

Brown routinely looks for diverse supplierswhen her internal clients in information tech-nology, corporate and support functions needproducts and services. “When Tier Oneopportunities are not available, we try tonegotiate contracts that require our suppliersto provide subcontracts to diverse suppliers,”she said.

“We just renegotiated a $4 million-a-year

Internal Champion ProfilesKELL LEWIS, continued

continued

2

The company will soon provide Web-based training for allemployees and currently provides training to the StrategicTraining Exchange Program (STEP) participants to develop

local supply chain leadership in every region.



contract. There is a clause requiring that 15percent of the supplier’s purchases be fromMBEs (Minority Business Enterprises) or WBEs(Women’s Business Enterprises).”

Non-traditional suppliers have proven tobe highly flexible and able to accommodateHalliburton’s needs. “They are happy to havethe opportunity to work with a company ofour size and really go the extra mile to give usgood customer service,” Brown said. “A com-pany that is not big and does not have afamous name can still provide the quality ofservice that we’re looking for.”

GREG SMITHHalliburton Strategic SourcingManager Greg Smith is in aunique position to influence sup-plier diversity, to the benefit ofsuppliers and the company alike.

Through Halliburton’s methodical sourcingprocess, Smith and his team have identifiedsuppliers that qualify as minority- or women-owned businesses and could gain an advan-tage from certification.

“We encouraged a long-time supplier tobecome certified as a Women’s BusinessEnterprise (WBE),” he said. “As a WBE, she isnow able to look for opportunities to wincontracts that her company had not previouslypursued because of the procurement leadsand contacts provided by WBENC.”

Smith also helps suppliers navigateHalliburton’s organization. “We occasionallyfind an MBE or WBE that is a niche supplierfor one segment of our business, but is alsocapable of serving other areas. We look foropportunities within the company and direct

Internal Champion ProfilesVERONICA BROWN, continued

continued

3“We have to understand

departmental sourcing

processes so we can

connect diverse suppliers

with key decision-makers.”

KELL LEWIS, SENIOR MANAGER OF PROCUREMENT, MATERIALS

AND LOGISTICS FOR THE GULF OF MEXICO REGION





them to the Supply Chain category managerswho can help grow their business.”

Some of these suppliers have put strategicsourcing to work in their own companies,Smith pointed out. “After attending ourBEST (Business Education and SupplierTransformation) training program, oneof our suppliers hired staff to implementstrategic sourcing. By applying the training,they should realize lower costs, and inturn be positioned to pass on lower coststo Halliburton.”

SHERRY WILLIAMSIn her role as co-chair ofHalliburton’s Supplier DiversityExecutive Advisory Board, SherryWilliams attended the 2007Women’s Business Enterprise

National Council annual conference. It wasthe first time Williams, vice president and cor-porate secretary for Halliburton, understoodthe extent to which women-owned business-es contribute to the economy.

“It really opened my eyes when I sawthe number of talented women doing qualitywork and making quality products, withsignificant manufacturing and revenue-generating capacity,” she recalled. “Yet,large business does not gravitate to themnaturally. One of the most important aspectsof supplier diversity programs is that theyhelp these businesses be successful.

“There is connectivity among largebusinesses, small businesses, and small-busi-ness employees and their livelihoods. I knewthis in the abstract, but to see it up closewas meaningful to me,” she said.

Internal Champion ProfilesGREG SMITH, continued


4

instructor-led and/or Web-based training for all employees and

currently provides training to the Strategic Training Exchange

Program (STEP) participants to develop local supply chain

leadership in every region.

The supplier diversity organization awards its Quarterly

Advocate Recognition to an employee who demonstrates a

thorough understanding of supplier diversity and exceeds

expectations for supporting supplier diversity objectives. Each

year, one quarterly award recipient represents Halliburton at

the national conference of the National Minority Supplier

Development Council (NMSDC) and the Women’s Business

Enterprise National Council (WBENC).

“This exposure drives home the value of supplier diversity

and helps to solidify the advocate as a true champion of sup-

plier diversity,” Robinson commented. “The advocates who

have attended a national conference have all awarded multi-

million dollar contracts to diverse suppliers as a result.”

Employees who create new opportunities of significant

value or assist diverse suppliers in resolving an issue may receive

a Halliburton MVP (Maximizing Value-Added Performance)




financial award. Through September, a number of employees

had received MVP awards for their impact on a supplier’s

relationship with Halliburton.

Sharing the Responsibility

Halliburton sets annual targets to drive performance and deliver

supplier diversity results. Key performance indicators

(KPIs) measure progress and success in supplier diversity in the

following areas:

• Percent of annual expenditure increase with new

minority-, women- and small-business enterprises

• Percent of annual expenditure increase with existing

minority-, women- and small-business enterprises

• Number and percent increase of first-tier suppliers

reporting second-tier diverse spend

• Number and percent of new and existing diverse suppliers

• Number and percent increase of suppliers certified as

minority-, women- or small-business enterprises in the

United States

Each year, one quarterly

award recipient

represents Halliburton

at the national

conference of the

National Minority

Supplier Development

Council (NMSDC) and

the Women’s Business

Enterprise National

Council (WBENC).

Photo courtesy of Grady Carter




Williams knows that many perceive herindustry as insensitive to diversity. “It isimportant to know that Halliburton seniorexecutives are concerned with these issues.Diversity is a company priority and a value.We believe we can support supplier diversityacross the board and not sacrifice qualityand integrity.”

HELEN O’CONNORHaving diverse suppliers is critical,not because it’s fair or helpsa department or business unitachieve the right metrics,but because it breeds choiceand opportunity.

“Diversity throughout our business breedsdifferent ways of thinking and solvingproblems,” explained Helen O’Connor, directorof health, safety, environment and sustainabil-ity for Halliburton. “If we are all like-minded,there is only so much value we can bring.If our suppliers are all the same, then whatwe get will be the same. We become stuntedand can’t relate as effectively to ourcustomers and communities wherever weare operating in the world.”

“It makes good business sense to supportchoice through diversity in our suppliers.Diversity is good for us, our clients and theindustry because it encourages differentperspectives and offers increased opportuni-ties for meeting our needs. I think this makesus stronger,” she said.

Halliburton is in a position to offer choicesand opportunities to suppliers, as well. “Weare increasingly expected to bring value tolocal economies in the different regions

Internal Champion ProfilesSHERRY WILLIAMS, continued

continued

5

• Tracking departmental diverse supplier utilization rates

by function

• Incorporating supplier diversity metrics in supplier

scorecards and bid evaluations.

Supplier diversity reporting metrics are automated and

incorporated into supply chain metrics, increasing their visibility

across the organization. Metrics are reported by division, func-

tion, country, geographic region, and minority/women affiliated

council in the United States. Using indicators built into the

SAP system, Halliburton reports spend by gender, ethnicity,

certification status and many other measures.

“Our reporting system provides robust, accurate, concise

and detailed reporting on a global basis,” explained Robinson.

“In addition to corporate goals, some employees have for-

mal, personal supplier diversity goals built in to their annual

performance planning tool,” said Cooper. “We provide training,

resources and information to business units and individuals

to help them achieve their targets.

The ultimate message is that diversity is not one person’s

job. It is a shared responsibility.”




where we work. Halliburton is creatingregional supply centers, developing suppliersaround the world and supporting localcontent. Through this diversified supply chain,we can expand the economic value we bringto a region,” O’Connor said.

“This is one of the major ways we canensure our sustainability as a company.”

LAWRENCE POPERecognizing that executive buy-ininfluences culture change in anorganization, Halliburton estab-lished an Executive AdvisoryBoard (EAB) to oversee supplier

diversity. Lawrence Pope, vice president ofhuman resources and operational excellencefor Halliburton, co-chairs the EAB.

“We champion supplier diversity andensure that Halliburton leadership is drivingit as a core process,” Pope said. “Theexecutive advisory board also ensures thatsupplier diversity efforts are aligned withbusiness strategies.”

Some oil and gas companies makesupplier diversity a requirement when theirsuppliers, such as Halliburton, compete forwork. What’s more, the company has a goalto go beyond compliance and lead theoilfield services industry in supplier diversity.

“We do not have special criteria fordiverse suppliers. We evaluate diverse suppli-ers based on quality, cost and capabilities.Like any supplier, they have to bring value toHalliburton and our customers,” Pope said.“If they bring value, we have programs tohelp develop their capabilities. The strongerour suppliers are, the better it is forHalliburton, our customers and the industry.”

Internal Champion ProfilesHELEN O’CONNOR, continued

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“The ultimate message

is that diversity is not

one person’s job. It is

a shared

responsibility.” LEN COOPER

Opportunities to expand its supplier base continue to present themselvesas Halliburton opens new technology and manufacturing centers

around the world. This brand new facility in Pune, India,is the first globally focused technology center

outside North America and Europe.


BARBARA PAULL



arbara Paull is the third generation of her family to runGeneral Truck Body (www.generalbody.com). Hergrandfather founded the business in 1919 as a black-smith shop and then a maker of horse-drawn carriages.Today, the Houston-based company designs, manu-

factures, installs, repairs and refurbishes customized vehicles to meetspecialized customer requirements.

When Paull purchased ownership and leadership of the compa-ny in 1984, aluminum van bodies were its primary product. Paullsoon identified a niche market for custom truck bodies and estab-lished a custom manufacturing division to meet its needs. Buildinga 40-foot trailer for Halliburton’s Alaska operations helped launchGeneral Truck Body as a designer and manufacturer of custom truckbodies for oilfield services.

“Currently, the custom manufacturing division builds techcommand centers, quality control vans, control houses and trailersfor Halliburton,” said Paull, president and chief executive officer ofGeneral Truck Body.

“The Custom Division also manufactures homeland securityintervention vehicles, mobile laboratories and clinics, and mobilecommand and information centers. The division serves a wide rangeof market sectors. Customers include the city of Houston, NASA,Med-Shred and Spay-Neuter Assistance Program.

“We also have a truck equipment division that represents well-respected lines of truck equipment including service bodies, flatbeds,cranes, dump bodies, bucket trucks, liftgates, tool boxes, truck acces-sories and van shelving. Our truck equipment division designs andprovides the right equipment combination for any commercial truckapplication,” Paull said.

General Truck Body is a commercial truck pool for GeneralMotors, Ford and Dodge. “Since 2004, our company has won theFord Directors Award. We are so proud to provide quality productsto our Ford fleet customers,” she added.

In recent years, General Truck Body has doubled its manufac-turing capacity. Revenues have continued to grow, increasing 35 per-cent in 2006 compared to 2005. General Truck Body has more than150 employees working in Houston and Arlington, Texas.

Focus on QualityThroughout the past quarter-century, General Truck Body andHalliburton have forged a strong working relationship. “GeneralTruck Body’s products are designed to meet our technical and func-tional needs in environments that range from desert to arctic,”explained Carl Wood, Halliburton senior category manager—indus-trial equipment.

“They have been able to respond to our increased requirementsand have worked diligently to resolve performance issues with somemajor component suppliers. The engineering departments atHalliburton and General Truck Body collaborate on equipmentdesigns for new products and improvements to existing products.”

Quality has been a consistent focus of the relationship. Toimprove quality, General Truck Body implemented total qualitymanagement and process controls conforming with ISO 9001 qual-ity standard requirements.

“In working with Halliburton, we have added detail andimproved our quality checklist,” Paull said. “We now have pro-duction and engineering each conduct separate quality checks bothduring production and at the completion of each project. Each depart-ment check is performed independently. Any noted discrepancyis communicated to the appropriate team leader for corrective action.

“Open, honest and clear communication continues to be key toour relationship with Halliburton. Many of our employees have vis-ited Halliburton’s Duncan Technology Center in Oklahoma. Staffmembers have attended Halliburton technical programs and quality/procurement training in Houston and Duncan.”

“General Truck Body has shown their willingness to address andresolve issues both within their organization and with componentproviders,” Halliburton’s Wood added. “We continually strive tohave a relationship which makes both of our companies better.”

Paull said that communication on quality issues continues toimprove as a result of General Truck Body’s participation in theHalliburton Business Education and Supplier Transformation(BEST) program. She concluded, “The combination of resourceswithin Halliburton and General Truck Body has helped us build abetter product.”

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CHERYL LAWSON



uncan Industrial Solutions (www.DuncanInd-ustrial.com) and Halliburton have more in commonthan deep roots in the small town of Duncan,Oklahoma. Gene Nelson worked for Halliburtonbefore founding his business, then known as Duncan

Equipment Company, in 1948, and Halliburton has been a Duncancustomer ever since.

Duncan Industrial Solutions is a single-source supplier of namebrand industrial equipment and maintenance, repair and operations(MRO) supplies and equipment to manufacturers of any size. Itsspecialized integrated services unit develops tailored solutions forinventory management and production requirements. Head-quartered in Oklahoma City, Oklahoma, Duncan has 180 employ-ees working in offices and client facilities in Oklahoma, Texas,Missouri, Michigan, Indiana, Virginia and New Jersey.

“Duncan’s core value is to make our customers successful bycreating cost savings that improve their profitability,” said CherylLawson, president of Duncan Industrial Solutions. “We reward allof our employees with incentives when Duncan achieves its ownfinancial goals.”

Keeping up with GrowthIn 2005, Duncan was awarded a contract to service and supply fiveHalliburton manufacturing facilities in Oklahoma and Texas.Duncan provides MRO supplies and equipment and manufacturespumps, throttles and valve assemblies.

Duncan and Halliburton work together to develop an annualcost savings goal, Lawson explained. “We work with each ofHalliburton’s plants to align their savings goal with production budg-et requirements. Our savings goal for 2007 is $1.5 million,” she said.

As part of the contract, Duncan personnel are onsite atHalliburton manufacturing facilities to manage inventory and pro-vide point of use, product issuance, product application, technicalsupport and other services.

“Duncan employees have very close interaction withHalliburton employees,” said Andy Smith, category manager forMRO and fuels at Halliburton. “Their onsite personnel and invento-ries make them an integral part of our manufacturing productivity.

Duncan employees are actively involved in cost savings programsand process improvements that continue to provide value toHalliburton manufacturing operations. They bring experiencedresources to sustain daily operations and dedicated teams to seek outand manage these value-added initiatives.”

Duncan added 40 employees to its workforce to service theHalliburton contract. “It is a challenge to keep up with Halliburton’schanging requirements and the rapid growth in production we haveexperienced over the past two years,” Lawson acknowledged. “Thenew contract significantly increased the size and geographic reach ofour company. It also helped give credence to our organization as anational player in our marketplace. This helped us to land a signifi-cant contract with another customer in 2007.”

Another advantage Duncan has in the marketplace is certifica-tion to the ISO 9001:2000 quality standard. “Duncan is in a selectgroup of distributors that not only has its distribution center certi-fied, but also has certified customer integration sites. ISO 9001 cer-tification is a requirement of Halliburton, but it helps prospectivecustomers recognize the value of Duncan Industrial’s quality system,as well,” she said.

Benefiting from BESTIn 2007, Halliburton invited Duncan Industrial to participate in itsBusiness Education and Supplier Transformation (BEST) program,and both companies will benefit. “The BEST strategic sourc-ing course was very valuable,” Lawson said. “It taught us a sys-tematic method for evaluating our supply chain that will result incost savings.”

BEST also allows Duncan Industrial access to utilize key func-tional skills within Halliburton to develop our business withHalliburton as well as other key customers.

“Throughout the years, Halliburton has treated DuncanIndustrial Solutions as a partner,” Lawson added. “Halliburton is avery innovative, world-class company, and has challenged us tobecome a world-class organization. This provides us with opportu-nities for growth within Halliburton and positions our company tobe a strong competitor in our marketplace.”

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E. JEAN JOHNSON



s an in-house attorney working for a Fortune 100company, E. Jean Johnson saw employees unwittinglycause costly settlements, regulatory sanctions and evenlitigation through their actions and communications.

“I realized there was a need to teach employees howto communicate on the front end to help them avoid lawsuits, gov-ernment sanctions and negative press on the back end,” she said.

In 1997, Johnson established LegalWATCH Inc.(www.legalwatch.com), a company that offers training in risk miti-gation, antitrust for laymen, contracts and procurement, culturaldiversity and sensitivity, discipline and performance documentation,employment law and ethics.

“LegalWATCH is the only company that specializes in trainingmanagement on strategies to prevent liability,” said Johnson, presidentand chief executive officer of LegalWATCH.

As with many unique products and services, companies often donot know they need risk mitigation training. “It’s non-traditional, so it’snot on their purchase list,” Johnson said. “It is hard for people to under-stand what the training is until I get in front of them and describe it.”

Getting in the DoorHalliburton’s supplier diversity group became aware of Legal-WATCH through the Houston Minority Business Council(HMBC) and provided Johnson the forum she needed to get in frontof the company’s decision-makers.

“Halliburton invited me to speak at a ‘Lunch and Learn’ pro-gram. It helped the managers grasp the value of our training, and theystarted asking me to train their groups. It was an innovative way toget my foot in the door,” she said. Since Halliburton began offeringRisk Mitigation 101 in 2002, more than 700 employees have takenthe course.

“For our young professionals just starting their careers withHalliburton, the LegalWATCH training gives them insight into thelegal process and the risk associated with their communicationswhile on the job. It is a wake-up call,” said Jim Haney, manager ofdevelopment initiatives.

“We have made Risk Mitigation 101 a part of our technical train-ing program, which includes engineering trainees and business devel-opment associates just starting with the company. I have taken thecourse myself and I believe I have taken a more cautious approach inmy communications as a result.”

Based on past performance and the potential of LegalWATCHto be part of its growth, Halliburton chose to include the trainingcompany among the initial group of suppliers in its BusinessEducation and Supplier Transformation (BEST) program.

“So far, I’ve gone to a two-day training program for BEST com-panies,” Johnson commented. “We were introduced to departmentheads and learned how Halliburton selects suppliers. It helped merefine my approach to marketing to companies like Halliburton.”

In addition to Halliburton, LegalWATCH’s clients include pub-lic entities such as the city of San Antonio and the HoustonMetropolitan Transit Authority, professional sports teams andFortune 100 corporations in a variety of industries. Johnson has trav-

eled to Argentina, the Czech Republic and Russia to do training, andled courses for people in the U.K. via satellite.

Thinking BiggerPassionate about her subject matter, Johnson did the majority oftraining herself for years and hired contractors to supplement herwork. “Because my company was so small, I didn’t go after big con-tracts with big companies,” she explained. “But then I realized thatwas silly thinking. I can do it. The first thing I had to do was changemy thinking.”

Now, Johnson focuses on marketing and growingLegalWATCH while licensed attorneys who are experts in their fieldsteach the courses. “We select our trainers very carefully. They use theknowledge and expertise they acquired practicing law to help ourclients avoid mistakes,” Johnson said. “They undergo a rigoroustraining program, complete with an examination and mock classevaluations. In the classes, they utilize adult learning principles thathelp our clients grasp, retain and apply the information.”

To ensure quality, Johnson awards bonuses to trainers whoreceive very high scores on course evaluations. “All the trainers havegotten the extra bonus,” she added.

Johnson draws on her background to design training that helpscompanies avoid mistakes. She practiced law in a Fortune 100company, the United States Department of Justice and an interna-tional law firm. During her career, she spearheaded governmentalaudits and negotiated settlements with third parties and governmentregulators.

Johnson’s academic background includes a Juris Doctor degree; amaster of laws degree in energy, environmental and natural resourcelaw; a bachelor of science degree in business administration; and anassociate degree in criminal justice. She is certified in training anddevelopment and is a senior professional in human resources.

Making ConnectionsJohnson is active in numerous professional organizations, includingserving on the National Bar Association’s Board of Governors.During a three-year term on the National Women’s BusinessCouncil, she was an advisor to the President of the United States, theU.S. Congress and the U.S. Small Business Administration on eco-nomic issues relevant to women’s business enterprises. Most recently,Johnson was appointed to the board of directors of WomenImpacting Public Policy (WIPP).

Through her volunteer leadership positions, Johnson has experi-enced the value of diversity and inclusiveness. “As a past board mem-ber for both the Minority- and Women’s-Business Councils, I haveseen how diverse suppliers bring diverse perspectives, markets andopportunities,” she said.

She has also made connections that helped her build a staff of11 full-time and contract employees and compete for her first largeglobal contract. “People see me working hard, being professional anddiligent, and putting my heart and soul into everything I do. Whenthey see that, they will think of you when they have a need to fill,”Johnson said.

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OTIS ANDERSON



hile many large companies in the energy industry havesubstantial technology budgets, small suppliers play akey role in augmenting their technology capabilities.

Micro-SMART Systems, Inc. (www.micro-smart.com) plays such a role in the oilfield. Founded

in 1989, the research and development-based engineering companyprovides state-of-the-art technology products to support oil andgas production.

“Innovation is what we do best,” said Otis Anderson, Micro-SMART CEO. “We’re always trying to produce different tools anduse leading-edge technology to develop solutions to downhole prob-lems. We look for products that can create niches for us.”

Micro-SMART’s products include downhole memory pressuregauges, memory logging tools, permanent surface read-out gauges,electric-line surface read-out gauges, slickline perforators/explosivetriggers, downhole shut-in tools (DHSIT) and surface instruments.This Minority Business Enterprise (MBE) manufactures, tests, cali-brates and repairs products at its Houston facilities.

Going Beyond the Bottom LineHalliburton has been a Micro-SMART customer for 16 years andcurrently purchases its slickline perforating tools, DHSITs and otherdownhole test tools. Micro-SMART products are used inHalliburton operations in Algeria, Angola, Brazil, Holland,Malaysia, the U.K. and the United States.

The benefits of being a valued supplier to Halliburton go farbeyond the financial bottom line for Micro-SMART. “ThroughHalliburton, we have access to some of the most sophisticated testfacilities in the world for vibration, shock, high pressure and tem-perature,” Anderson said. “Halliburton’s staff is very knowledgeable.We get regular feedback from their senior engineers and managersand the opportunity for informal training.”

Josmar Haddad, global advisor for data acquisition systems forHalliburton Completion Tools, gives Micro-SMART high marks for

reliability, an important metric in the oilfield. “In the ReservoirInformation group, Micro-SMART is our main supplier for down-hole shut-in tools,” Haddad explained.

“We have been working with them for about three years in loca-tions such as Brazil, Alaska and Algeria. Their DHSITs have provento be reliable in production and injection wells. Micro-SMART hasbeen very professional, and we look forward to expanding theDHSIT market worldwide.”

Expanding Business CompetenciesThough Micro-SMART has only 20 employees, the staff bringsmore than 75 years of combined experience in designing, testing andmanufacturing oilfield products. Every employee is carefully chosen.“Selecting smart, talented people with a team-spirited personalityand great problem-solving abilities has helped define our direction asa company,” Anderson said.

In addition to the staff ’s dedication to product development,testing, technical support and quality, Anderson credits Micro-SMART’s success to “stick-to-it-tiveness and financial planning forperiods of insufficient cash flow.”

Yet, Anderson admits that Micro-SMART’s focus on engineer-ing and customer service is often at the expense of product market-ing. This is an area where he believes participation in Halliburton’sBusiness Education and Supplier Transformation (BEST) programcan make a difference. “BEST is opening our eyes to different aspectsof tool development and marketing that we hadn’t considered,”Anderson said. “We’ve been talking more about problem-solving andgetting things to market.”

Supplier diversity initiatives such as BEST are another avenuefor improvement that Halliburton offers Micro-SMART.“Compared to other oilfield services companies, Halliburton’sSupplier Diversity program is definitely more assertive and extends agenuine helping hand,” Anderson added.

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P.D. MORRISON



.D. Morrison’s grandparents owned a grocery store,and by the age of seven, Morrison knew he wanted toown a business and be his own boss. At 20, he boughthis first company, an auto detailing franchise.

In 1994, Morrison purchased an office suppliescompany near Austin, Texas. Today known as PDME, the certifiedMinority Business Enterprise (MBE) is dedicated to leading-edgeTier One and traditional office products solutions. PDME has beena leading Historically Underutilized Business (HUB) supplier to theUniversity of Texas at Austin and leading supplier to the State ofTexas. The U.S. Department of Commerce Minority BusinessDevelopment Association and U.S. Small Business Association haverecognized PDME for excellence.

In Austin and Houston, PDME offers a traditional businessmodel, performing all supply chain functions, including delivery.Morrison also developed a unique Tier One model with OfficeDepot in 2002 that proved pivotal to the growth of his business.

“PDME handles everything except the delivery of the product,which Office Depot does,” explained Morrison, president and CEOof PDME. “This alliance provides Tier One solutions for companiesthat have MBE supplier diversity goals. We combine our benchmarksupply chain management with Office Depot’s broad national distri-bution network to provide one of the most comprehensive Tier Oneprograms in the country.”

Through this strategic alliance, PDME won the office suppliescontract for Halliburton’s U.S. operations. PDME provides all sup-ply chain functions, and Office Depot handles delivery to all loca-tions nationwide.

The PDME-Office Depot strategic alliance was a perfect solu-tion for Halliburton, said Halliburton Procurement Center ManagerVeronica Brown. “This gives us the opportunity to use Tier Onespend for these purchases,” said Brown, who was responsible for thethree-year contract signed with PDME in June 2007.

“I am very pleased with PDME so far. They take immediateaction when we have an issue. Their employees are always in our

Houston office asking questions, trying to make sure we are happyand improving their service. And the whole contract saves us aboutthree percent.”

Unexpected OpportunitiesImpressed with PDME’s Tier One model, quality and service,Halliburton Supplier Diversity Manager Ingrid Robinson invitedMorrison to join her at a Louisiana Minority Business Council meet-ing in New Orleans and a best practices conference held by DiversityInformation Resources in Atlanta. Robinson spoke about sourcingdiverse suppliers; Morrison’s topic was PDME’s strategic alliance andTier One business model with Office Depot.

“The interest generated in those meetings was unbelievable,”Morrison said. “PDME has already won one account as a result ofthe presentations, and we have multiple opportunities for requestsfor proposals. Some are with existing Office Depot customers whowant to convert their accounts to the Tier One model.”

Halliburton also asked Morrison to develop an international TierOne program to accommodate its global expansion.

“Halliburton has a team committed to promoting supplierdiversity that produces end results,” Morrison added. “If your com-pany can provide true value and has a product or service thatHalliburton needs, you will have a positive experience working with-in their supplier diversity program.”

PDME recently hired a chief financial officer and initiated aninternship program to help manage the growth it anticipates fromthe Halliburton account and the additional opportunities itsHalliburton relationship is generating.

Morrison rewards his growing workforce, which currentlystands at 30 employees, with breakfast every Friday, a monthlyluncheon and the continuation of PDME’s 100 percent company-paid health insurance and dental insurance.

Buying from diverse suppliers promotes healthy business andprovides jobs and benefits for their employees,” Morrison said.“In turn, healthy businesses will buy products from you.”

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VIMAL KOTHARI



imal Kothari, president of Systel Inc., wants to dobusiness with the best companies in the world – andhe is achieving his goal. Systel manufactures special-ized computers, displays and peripheral equipment forrugged environments, tailoring each system to exactly

meet the customer’s requirements. Its customers include some of thebest companies in the oilfield services, military, process automationand telecommunications industries.

“Working with large customers brings stability and rewards,”Kothari said. “If you are a responsible vendor, and your performanceexceeds expectations, then you hope your customers will bringnew opportunities, based on the investments both companieshave made.”

It’s this type of relationship that has made Halliburton a signif-icant part of Systel’s growth since Kothari founded the Sugar Land,Texas-based firm in 1994. Early in its history, Systel produced aseries of rack mounts for Sperry Drilling Services, which Halliburtonlater acquired. Today, Systel provides a fully integrated 2U RackMount Computer for Halliburton’s Wireline group and its DuncanTechnical Command Center vans.

“Learning how to do business with Halliburton has made Systela better company for all of our customers,” Kothari said. “Over theyears, the association with Halliburton has had a positive impact onour employees. Many of them have interacted directly withHalliburton, and have come to understand the importance of howHalliburton measures our performance. This awareness has spilledover, and, as a result, awareness of customer priorities is increasedacross the board.”

Measuring PerformanceThe scorecard that Halliburton uses to evaluate its suppliers is animportant internal focus area for Systel. Suppliers start each quarterwith 100 points on their scorecard. Over the course of the quarter,suppliers can either add to or subtract from the point total based ontheir performance on delivery, quality and cost.

“We review our scorecard data with our Halliburton buyersabout once each quarter,” said Randy Lane, Systel sales manager.“Halliburton wants us to excel in every area, every quarter. We man-age our internal processes to meet their requirements. We know thatfor the Halliburton-Systel relationship to work, it is paramount forus to have a complete understanding of the Scorecard and the impor-tance it plays internally at Halliburton. We are still learning andcontinue to do more training.”

With another Systel customer introducing a scorecard system,both Kothari and Lane expect the experience with Halliburton toease their uptake of the performance measurement tool. “We under-stand why they’re using a scorecard and we are ready to embrace it,”Lane said.

Halliburton buyers also evaluate Systel on its technical contri-butions. “They look to see if we have done something better orcheaper, or if we have brought them new technology that they weren’taware of,” Lane added. “This metric shows the effort on our part.”

Systel constantly monitors the marketplace for technologies thatmight benefit Halliburton. The companies work jointly on productdevelopment in an evolutionary, but controlled process. “As newtechnology emerges, products become obsolete,” Kothari explained.“We start communicating with Halliburton about end-of-life issuesand decide when to go to the next level. But Halliburton has the ulti-mate say in sign-off and testing once we build a prototype. We can-not change any component without Halliburton’s approval.”

Systel focuses on quality in all aspects of the customer relation-ship. “Our quality policy states that Systel is committed to providingtotal customer satisfaction,” Kothari said. “Regular departmentaland management reviews enable Systel to review current trends ofmetrics and make adjustments. Employee involvement in the reviewsis key to our success and uniqueness.”

Overcoming ChallengesKothari’s first entrepreneurial venture was the engineering consultingfirm Ktronics Research Inc., which he founded in 1988. He changedthe focus of the business to manufacturing in 1994 based on clientinterest. “We were designing solutions for our clients and they keptasking if it was possible for us to build the products. We saw theopportunity and we jumped on it,” Kothari said.

Although the market for Systel’s manufactured products clearlyexisted, building a product-based business was not easy. “It was dif-ficult establishing credibility and convincing potential customersthat the business was here to stay and that we were serious about ourcommitment to build a world-class company,” he recalled.

With persistence and a positive attitude, Kothari successfullydeveloped Systel’s product and client bases. “There were many chal-lenges along the way,” he said. “The most challenging time occurredin 2004, when we lost a major customer who accounted for morethan 50 percent of our revenues. We lost the business because ofinternal issues at the customer end.

“We had done everything possible to retain the business. Wehad no regrets about our efforts and the service we provided. We sur-vived the challenge with luck and hard work. We did not have any‘economic’ layoffs. This experience also strengthened our belief thatwe have to continue to do the right thing for our employees, cus-tomers and vendors, irrespective of the challenges and the financialoutcome,” he added.

“Systel has grown from seven people to more than 50. Ourcompany goals will continue to drive that number in a positive direc-tion,” Kothari concluded.

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“Supplier Diversity for Halliburton now

encompasses national and local content

suppliers, small-to-medium business

enterprises (SMEs) and ethnic minority

businesses (EMBs), in addition to women’s

business enterprises (WBEs) and minority

business enterprises (MBEs).”

HELEN O’CONNOR

HEALTH, SAFETY, ENVIRONMENT AND

SUSTAINABILITY DIRECTOR, HALLIBURTON

DUNCAN INDUSTRIAL SOLUTIONS

www.duncanindustrial.com

Who knows where the next great dream will find its voice. Where future

leaders might find their inspiration. We salute those who inspire the great

minds of today so that they can become the great visionaries of tomorrow.

www.boeing.com

GLOBAL / MARKET / INDUSTRY ISSUES

Please describe Chrysler Financial’s global presence.Describe the scope and scale of the company to areader who may not be familiar with it.Chrysler Financial offers automotive financial products and servicesto both dealers and consumers of Chrysler, Jeep® and Dodge vehiclesin the United States, Canada, Mexico, Puerto Rico and Venezuela.

In addition to offering vehicle wholesale and retail financingto more than 3,600 Chrysler, Jeep and Dodge dealers, ChryslerFinancial also provides fleet management and lines of credit to dealers.Currently, nearly three million drivers in the United States enjoy thebenefits of leasing or financing with Chrysler Financial. ChryslerFinancial has an employee base of around 4,000 and supports a globalportfolio of $75 billion.

How does Chrysler Financial define diversityand inclusion, as it relates to the efforts withinthe company?At Chrysler Financial, inclusion is our process to better live our corevalues and develop a distinct competitive advantage by recognizing,valuing, and respecting the diversity of our employees, customers,business partners, and the communities in which we operate.The elements we value go beyond traditional and familiar

factors and include business unit, culture, employee group,employment status, family status, language, marital status,regional origin, sexual orientation, thinking styles andveteran status.

Given all those variables, what are the main com-ponents of your D&I program? Is the managementof D&I programs largely U.S.-based or presentthroughout the worldwide organization?Chrysler Financial has taken a three-pronged approach to thestrategic development of diversity and inclusion throughout theorganization: There is a diversity council comprised of the topinternal senior executives and external business and communi-ty leaders; an inclusion forum, representing executives and/ormid-level managers from each functional area and physicallocation; and our employee resource groups, representing alllevels of employees choosing to support the overall businessobjectives of the organization through diverse programming.

This strategic infrastructure (diversity council, inclusion forumand employee resource groups) is guided by the organization’s corevalues of integrity, openness and respect; financial and social respon-sibility; customer focus; commitment to excellence; and inspired andempowered people.

In today’s marketplace, does your company have anyparticular cultural, socioeconomic, ordemographic challenges to selling, producing, ordelivering services? What particular challengesdo you face in hiring and retaining good people?Our challenges are not unlike any other business. Within thefinancial services industry, we are constantly working to evaluate andpro-actively adapt to meet our customer needs and demands (dealersand consumers). By internally mirroring our customer base throughdiverse employees, we are better able to meet and serve ourcustomers needs.Hiring and retaining diverse candidates allows us to have a foun-

dation for constructive dialogue with different viewpoints.Therefore, attracting and retaining top talent is critical to our successas a company.


Interview William F. Jones Jr. Chrysler Financial

Jones with Barack Obama.

Headquarters:Chrysler Financial, 27777 Inkster RoadFarmington Hills, MI 48334-5326

Web site:www.corp.chryslerfinancial.com

Primary business or industry:Automotive Finance

Portfolio:$75 billion

Jones with Michigan CongressmanJohn Conyers.

www.corp.chryslerfinancial.com



How do you keep diversity a priority throughoutChrysler Financial? Specifically, how do youenergize people or get their buy-in for diversitythroughout the company?Communication serves as the vehicle to promote diversity programresults, thereby highlighting the benefits of a diverse and inclusivecorporate culture. Through consistent communication and focusplaced on key diversity programs, employees are engaged in diversityon a regular basis and diversity is consistently at the forefront.

Are there unique opportunities in your particularindustry for implementing diversity programs?As a service-based organization, with dealer and consumer touchpoints, we need to ensure we are able to effectively manage our cus-tomer needs. These needs can vary from language requirements atthe consumer level to product marketing to multiple ethnic groups.To meet these varied needs, we have a dedicated diversity marketingmanager within our sales and marketing operations to help commu-nicate our value proposition to both dealers and consumers.Additionally, due to the ever-increasing growth of the Hispanic

consumer in the United States, we identified an opportunity toenhance our customer service programs through a dedicated

customer service center located in Monterrey,Mexico. All customer calls from across theAmericas requiring Spanish speaking customerservice agents are seamlessly transferred tothis location.

Do international issues ever get in theway of corporate support for diversityobjectives and processes? What kindsof strategies does the company employin dealing with them?At present, Chrysler Financial does not have anyissues that hinder corporate support of diversityobjectives.To ensure a global perspective in the develop-

ment of diversity objectives, the inclusion forumhas a diverse international membership. Thisgroup strives to understand and address the cul-tural needs within each region of the Americasand takes both a local and centralized approachto developing and executing diversity objectives.At Chrysler Financial, we do not take a one-

size-fits-all approach to diversity and inclusion—all factors are taken into consideration for thesuccessful development and execution of pro-grams and initiatives.

CORPORATE LEADERSHIP

What resources (financial and manpower) areallocated to diversity? How do these reflect yourcompany’s leadership commitment to diversity?Resource allocation for diversity is significant and has increased incommitment year-over-year.Through the diversity council, the company’s strategic direction for

diversity and inclusion is developed and communicated. William F.Jones, Jr., chief operating officer, also serves as the chairman of thediversity council. In this role, he is instrumental in setting the overalldirection and message development for diversity at Chrysler Financial.Machelle McAdory, vice president, human resources, implements

diversity policies within the workforce for the Americas region.Since 2005, Chrysler LLC has operated a consistent and strategi-

cally oriented system of global diversity management, which is led byAnne Cooper, JD, senior manager, human resources.Cooper is also the chairperson of the inclusion forum and reports

directly to the Chrysler Financial diversity council. The diversityoffice follows guidelines and measures that have been in practicesince 1988.

Financial budgets are allocated based on strategic plan andbusiness cases designed to drive the business forward. Diversity isconsidered a strategic business driver for Chrysler Financial.



William F. Jones Jr. at the Hip-Hop Summit on Financial Empowerment 2005 kickoff.



Does Chrysler Financial address diversity inits publications?Diversity and inclusion is consistently communicated in both inter-nal and external publications and reflected in the organization’s com-mitment to social responsibility. An example is Chrysler Financial’sfinancial literacy program—a program designed to provide personalfinancial management information to consumers.Since 2004, Chrysler Financial has worked in partnership with

the Hip-Hop Summit Action Network to offer personal financialmanagement information to urban youth in a unique and engagingformat.

Additionally, financial literacy information is offered to under-served communities through partnerships with communityand non-profit organizations such as the National UrbanLeague, Congressional Black Caucus Foundation, SER, Aspira,and Univision.

Is diversity a compensable annual objective for theexecutive management team? How do you rewardspecial initiatives? What accountability do youemploy to meet objectives?Diversity is part of Chrysler Financial’s strategic business objectivesas well as a tracked goal on the organization’s balanced scorecard.The diversity goal is tracked on a monthly basis and is comparablein importance with profit and sales targets. Executive and seniormanagers are held accountable to meet all their goals with personalfinancial implications if goals are not met.

Do you have any programs in place to increase thecross-cultural competence of your senior manage-ment team? Can mid-level managers acquire similartraining?Yes, we do. To ensure cross-cultural competence throughout themanagement ranks, all Chrysler Financial senior managers haveparticipated in cross-cultural training.We regularly encourage executives to gain international experienceas part of their personal and professional development, leading tobetter management anddecision-making. Additionally, the inclusion forum, with its diversemembership, provides managers with cross-cultural experiences and

exposure.When hiring or promoting people, how do you ensurethat the individual selected was chosenfrom a diverse group of candidates?We require a diverse slate for all employee placements. Recruitingstrategies help ensure qualified diverse candidates are sought.Internal succession plans are in place to identify high-potentialcandidates throughout the organization, with an emphasis on diver-sity and professional development opportunities.

Let’s talk about how decisions about diversityare made at Chrysler Financial.It is expected that diversity and inclusion are considerations in alldecisions made within the organization. With the structure we havein place, we strive to ensure diversity is visible at all levels of theorganization. The Chrysler Financial Diversity Council sets thestrategic direction and then teams up with the inclusion forum toencourage ownership and accountability of diversity programs at themanagement levels.

The Chrysler Financial Diversity Council is made up of bothinternal and external members. Internal members from the ChryslerFinancial leadership team include:

• Tracy Hackman, Vice President—General Counsel and Secretary

• William F. Jones Jr., Chief Operating Officer

• Mark Manzo, Vice President—Sales and Marketing

• Machelle McAdory, Vice President—Human Resources andAdministrative Services

• Pat Milantoni, Vice President—Customer Serviceand Collections

• Bill Porter, Director—Corporate Communications

External membership is composed of prominent business andcommunity leaders to provide a third party independent perspectiveon our corporate diversity efforts. External members include:

• Dennis W. Archer, Chairman—Dickinson Wright, a Detroit-based law firm

• Carl Brooks, President and CEO—The Executive Leadership



Jones volunteering time at a Hollywood, Florida Park.





William F. Jones Jr. Personal Profile

Title: Chief Operating Officer—Chrysler Financial

Years in current position: Recently promoted to COO, spent two years asVP, Chrysler Financial

Education: BA in Psychology and MBA in Finance from Columbia University

First job: Management Consultant at Metropolitan Life

Family: Wife, Marion, and three wonderful sons

Interests: Farm in Virginia, golf

My music: Jazz

Favorite game: Basketball as a spectator. Golf as a participant.

Favorite charity: Chairman of the board of Focus: HOPE in Detroit,on Walsh College Board of Directors and an avid spokesperson for financial education.

Person I’d like to get to know over lunch: Gordon Parks. His life was so rich.

How did you get to your present position? What was your career path? I joined the company in 1981as a corporate analyst. Over the years, through hard work and commitment, I progressed through the company to my currentrole as chief operating officer.

Who were/are your mentors? I have too many mentors to call out other than my father whose work ethic and basicdecency and dignity I hold out as a gold standard. If you are willing to listen and learn, you can and will absorb from everyonearound you.

How do you advance diversity and inclusion in your organization? As Chairman of the Chrysler FinancialDiversity Council, I am responsible for setting the stage for diversity and inclusion across the organization. I work jointly withthe top leadership of Chrysler Financial in concert with the membership of the diversity council, inclusion forum and theemployee resource groups to ensure the diversity strategy is developed, communicated, implemented and embraced. I alsowork to ensure diversity is a consideration in our daily decision-making.

Is compensation related to diversity performance? Diversity is part of Chrysler Financial’s strategic businessobjectives as well as a tracked goal on the organizations balanced scorecard. The diversity goal is tracked on a monthly basisand is comparable in importance with profit and sales targets. Executive and senior managers are held accountable to meet alltheir goals with personal financial implications if goals are not met.

What has been your proudest moment as leader in this company? One of my proudest moments was myactive involvement in helping to revitalize the African American Network at Chrysler. I was also engaged in developing theAfrican American Senior Leadership Forum at Chrysler.

Are there particular areas/employee sectors you feel still need improvement? As an organization, we have

made tremendous progress. We can never stop looking forward and addressing new needs—we need to look to our customers

and employees alike and their shifting needs and change as necessary.

Do you have any words of advice to anyone who wants to rise in their organization? Diversity is a busi-

ness imperative. Make sure you understand the facts. Make sure you understand the challenges and opportunities it poses for

your organization and the nuances of your environment. Your words and your actions will let everyone around you know

where you stand. So be sincere.



PDJPDJ



Council and Foundation, located in Washington, D.C.

• Sylvia de Leon, Partner—Akin Gump Strauss Hauer & Feld LLP

• Fernando Falcon, Owner—Champion Chrysler-Jeep-Dodgein Indianapolis, Indiana

• Jesse J. Greathouse, Jr., President and Owner—Cross RoadChrysler-Jeep in Oklahoma City, Oklahoma; President—Chrysler Minority Dealer Association.

• Peng-Li Liu, President and CEO—PLL Group and ManagementConsultant; President and founding member—Asian PacificAmerican Chamber of Commerce

• Reverend Doctor William Perkins, President-Dean of theMorehouse School of Religion in Atlanta, Georgia

EMPLOYEE INCLUSIVENESS

How does Chrysler Financial gauge inclusionof employees? What are the metrics that indicatewhere the company is on the inclusion graph?Employee inclusiveness is gauged through a number of initiatives.The most strategic and formal measure is the annual Great Place toWork Survey. Results from the 2006 survey indicate that 82 percentof employees feel the company values diversity in the workforce.

Some say diversity is a “numbers game.” How doyou know that Chrysler Financial’s culture is not justtied up in numbers?At Chrysler Financial, it is much more than numbers. The culture ofthe organization celebrates diversity and encourages diverse perspec-tives. Through the formation of the inclusion forum, diversity is takeninto consideration on a daily basis as decisions are made and programsexecuted. Additionally, employee resource groups work together withsenior managers to develop opportunities designed to drive the busi-ness and attract new stakeholders. Our success is measured by employ-ees using and maximizing their talents in the work environment.

Tell me a little about how employee opinions areobtained and valued.We are committed to finding the best solutions and are constantlystriving to be the best at what we do. Through our commitment toopen, two-way dialogue, we capture the innovative ideas of employeesin the organization. Employees feel a sense of pride and that theiropinions are valued. Employee suggestions are captured both for-

mally and informally.Some people perceive inclusion programs for under-represented groups as being exclusionaryfor others. Have you encountered this attitude?Not unlike many organizations, we have encountered various attitudestoward diversity. To manage negative perceptions we work with keyleaders in the organization to provide factual information based onour business objectives and core values. This educational process aidsin better understanding the need for inclusion programs, often lead-ing to those individuals embracing diversity and inclusion and inturn helping us educate others regarding the business case for diver-sity and inclusion. The inclusion forum, comprised of managers,consistently promotes diversity within their areas of responsibility,thereby helping to maintain a culture that embraces diversityand inclusion.

Can you describe your method for orienting newhires into your culture? How do you educate newemployees about the importance of diversity?New hires are oriented to the organization through a formal new hireprogram entitled Navigate. This program is designed to help newemployees feel more at home, learn our corporate culture, and tohelp them better understand our organization. Navigate is a six-month program that begins with an in-depth, one-day orientationfollowed by monthly information sessions and an assigned employeeguide to help the new hire navigate through the organization.After six months, a graduation event is hosted where the new hire

presents new ideas or feedback about the organization to a team ofexecutives. All new hires are required to complete diversity trainingwithin 90 days of hire.

Can you name specific ways your company supportsupward development toward management positions?We have career-path development and succession planning forall employees. We identify high-potential candidates at everylevel of the organization based on performance, mentoring, andindividual coaching.

How do you educate/promote diversity and inclusionfor vendors, customers, or the general public?We consistently promote diversity in the marketplace with our cus-tomers, vendors and dealers through our communications vehicles,community outreach programs to diverse audiences and our strongrelationships with the Chrysler Minority Dealers Association.

Jones surveying dealership damagefrom Hurricane Katrina in Louisiana.



I never imagined I’d fi nd myself saying the words “career” and “love”

in the same sentence.

But at Hallmark, I do it all the time. Here, I feel empowered as a Latina and as editorial director for Sinceramente Hallmark,

our Spanish-language card line, to infuse all I do with the passion and substance of my heritage.

At Hallmark we have one purpose—to enrich people’s lives. But I didn’t know that in fulfi lling that purpose,

my life would also be enriched in so many ways. So now I can truly say that meaningful work and purposeful life

come together for me every day. And I can also say that at Hallmark— and in Kansas City—I’ve found my home.

arlette torres – editorial director

FOR MORE INFORMATION ON HALLMARK CAREER OPPORTUNITIES, VISIT WWW.HALLMARK.COM/CAREERS.

l i v e yo u r pa s s i o n . l ov e yo u r wo r k .

© 2007 hallmark cards, inc.

www.hallmark.com

www.hallmark.com/careers

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees with innovative ideas that keep us a step ahead of the rest.

© 2007 Bank of the West. Member FDIC.


AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.

[ BANK OF THE WEST ]

WANT TO WORK FOR A TRULY GREAT BANK?



Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V

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Opportunities Growing for Women

By Andre Hughes, ACCENTURE, managingdirector, Human Capital & Diversity – U.S.

Building, maintaining and expanding aninclusive culture is central toAccenture’s suc-

cess. Drawing together diverse qualitiesenables us to deliver innovation, which pavesthe way for sustainable growth and helpingclients achieve high performance.Indeed, for Accenture, inclusion and diver-

sity are a call to action. It is about learning from others who are notthe same and about creating a workplace environment that capturesthe advantage of diverse perspectives—drawing on a basic credoembedded in our organizational culture to make differences work.

We believe it is imperative to help our women understandwhat opportunities exist for them. Women across the spectrumof diversity need aspirational roles, and if we can create a highperformance mindset, their performance will surely soar.Fostering what I call a “can-do, will-do, have-done, can-do-againdisposition,” therefore, is a very powerful incentive. And often itpredicts who is likely to become a star performer.

Diversity SolutionsThe drive to achieve, however, may be held back by cultural andlanguage barriers that must be overcome for diversity programsto succeed. How, then, do we nurture that desire in all our peopleto achieve high performance? It is up to us to suggest behaviorsa multicultural workforce can build on to create success. It isour responsibility to focus on viewpoints that serve as changeagents and to offer guidelines for more effective execution.

Accenture values high performance. Our approach to train-ing, therefore, is to create an awareness that will move peoplefrom where they are to where they could be. Combining a highperformance mindset with passion creates a winning formula thatenables women to highlight their strengths, not their weaknesses.

Accenture’s Inclusion InitiativesAs Nellie Borrero, global inclusion and diversity director atAccenture, explains, “We have developed an innovative, multi-faceted bottom-up and up-down approach to embrace and trainour women, ensuring they get the tools they need to be success-ful, while—at the same time—we educate our leaders on howto lead a diverse workforce.

“We have designed a comprehensive and empowering cur-riculum with programs focusing on strategic learning aroundissues of leadership, business strategy, corporate finance, rela-tionship management, global marketing and branding andintercultural competence.”

The bottomline: Our workshops provide high potentialwomen executives across the spectrum of diversity with the

skills required tosucceed as leadersin this organization.

We work toensure company-wide integration ofour diversity pro-grams, not as anice-to-have, butas part of an inte-gral mission thatsays everyone canbe high perform-ers, no matter theircultural differ-ences. The chal-lenge is to cutacross the spec-trum of workplacediversity, whichcan encompass race, gender, ethnic group, age, organizationalfunction and educational background.

Moving ForwardBecause inclusion and diversity not only involve how peopleperceive themselves, but also how they perceive others, weembrace a strong commitment to ensuring our people are rep-resentative of the broader communities we serve. Our environ-ment, therefore, consistently celebrates inclusion and opennessand promotes diversity up through leadership positions.

Our Minority Leadership Development Program,Developing High Performing Women workshop, and theInternational Women’s Day events, help to position our peopleearly on for high performance.

It is a source of pride that Accenture now stands at theindustry forefront, recognized for our vision of inclusion anddiversity. We can’t take our eye off the ball, however, and incoming years we must continue to lead the charge in addressingissues of communication, adaptability and change.

Clearly, corporate America must displace bias and stereo-type with respect for the individual and the unique competen-cies each person brings to bear, or suffer the consequences.Accenture welcomes the opportunity to share, discuss and con-tinually improve our approach, which is designed not just totransform our diverse workforce, but to infuse all our peoplewith energy and optimism for the future.

Embracing Multiculturalism…Leveraging Diversity

Nellie Borrero, global inclusion anddiversity director at Accenture.

Accenture


PDJPDJ

www.accenture.com


determines a company’s success.

www.kodak.com/go/supplierdiversity

© Eastman Kodak Company, 2007

D I V E R S I T YEastman Kodak Company is committed to becoming a truly diverse corporation. Embracing the ideals of diversity enables us to better meet the needs of our customers, employees, suppliers, and the communities in which we live and work. All of which ensures our continued success in the global marketplace.

www.kodak.com

www.kodak.com/go/supplierdiversity

Women are Major Players at ArvinMeritor

ArvinMeritor


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From the board room to corporate offices to the plant floor, ArvinMeritorembracesdiversitywithimpressiveresults;andwomenaremajorcontributors.Aleadingglobalproviderofinnovativecustomersolutionsthatenhancemobility, safe-ty andtheenvironment,theautomotivesupplier isharnessingthecreative powerthat comes from bringing together top talent with diverse back-grounds.

ArvinMeritor is one of the largest and most geographicallyexpansive automotive suppliers in the world, and is by its verynature a culturally diverse organization. The company definesdiversity as respecting the uniqueness of each individual as itrelates to their different personal attributes, experiences andorganizational roles.

ArvinMeritor provides opportunities for its employees in24 countries to maximize their potential. Diversity initiativesfocus on three main areas: Workforce Diversity, Behavioral andCultural Diversity, and Structural Diversity. Key initiativesinclude: recruitment, diversity and cultural awareness trainingprograms, and Worldwide Diversity Week. By embracing theseinitiatives, ArvinMeritor continues to ensure its workforce isrepresentative of the world in which it does business.

Diversity councils with executive and regional championsensure that the company’s guidelines for diversity are consis-tently followed at all levels in the organization. For example, thediversity council in Bangalore, India organized an Ethnic Day tocelebrate their rich culture there.

Women in the WorkforceIn October, ArvinMeritorbecame the first companyfrom the automotive manu-facturing sector to be namedan “MVP” by the 2007Women’s Leadership Index

study conducted by the University of Michigan. To achieve eliteMVP status, ArvinMeritor was recognized for the number ofwomen it has at the board and executive officer level.ArvinMeritor has several initiatives in place to promote women thatspan the globe. At the company’s Osasco, Brazil facility, machineoperator Marisa Vieira (center in photo), is the first woman to par-ticipate in the plant’sTeam LeaderTraining Program. Vieira serves asa liaison between supervisors and operators coordinating operationalactivities. She has developedskills in leadership, communi-cation, negotiations, teamworkand conflict resolution.

The company celebratedInternational Women’s Dayat its facilities around theworld. ArvinMeritor’s globalgrowth strategy is to triple its

sales in Asia and with Asian OEMs within the next three-to-fiveyears—representing more than $1 billion in added sales and sourcingin the region. ArvinMeritor’s female employees will play a bigpart in achieving that goal.

The San Luis Potosí México facility has initiated uniqueways to promote its female workforce. There is no salary differ-ential between men and women, and today 27 percent of leader-ship positions are occupied by women. Other benefits for womeninclude union agreements that protect pregnant employees andprovide nursing mothers with an hour during their shift to feedtheir babies.

The plant celebrates MothersDay in Mexico with cake and flowersto recognize the effort working moth-ers make to balance their professionalcareers with their personal lives.

ArvinMeritor’s diversity pro-grams have received outside recogni-tion as well. The ArvinMeritor LightVehicle Systems facility in Puebla, Mexico received the “2007Great Place toWork forWomen” award, issued by the Great Placeto Work Institute, for its supportive hiring and work practices.

At the corporate level ArvinMeritor offers special benefitsto address the unique career and life needs of its diverse work-force. Flexible work options such as compressed work weeks,flex time, job sharing, part-time positions and telecommutingmay be available within a specific ArvinMeritor function.

The company is a platinum sponsor of Inforum, a Detroit-based organization dedicated to the career development andadvancement of women professionals in business. In addition,ArvinMeritor supports the Society of Women Engineers (SWE),the National Society of Black Engineers (NSBE) and the Societyof Hispanic Professional Engineers (SHPE) at the campus andnational levels. At the corporate level, ArvinMeritor is an activemember of the Michigan Minority Business DevelopmentCouncil and participates in the National Association of BlackAutomotive Suppliers events.

Supporting diversity initiatives is the right thing to do and itmakes good business sense. The company operates on the phi-losophy that diverse people and ideas lead to innovative processesthat lead to better business results.

About ArvinMeritorArvinMeritor, Inc. is a premier global supplierof a broad range of integrated systems, modulesand components to the motor vehicle industry.The company serves commercial truck, trailer andspecialty original equipment manufacturers and certainaftermarkets, and light vehicle manufacturers.Headquartered in Troy, Mich., ArvinMeritoremploys approximately 18,000 people in 23 countries.ArvinMeritor common stock is traded on the NewYork Stock Exchange under the ticker symbol ARM.For more information, visit the company’s Website at: http://www.arvinmeritor.com/.A celebration at ArvinMeritor facilities in Xuzhou, China.

www.arvinmeritor.com

www.arvinmeritor.com


Your workplace has become more diverse . . .

But is it inclusive?Our Subtle Behaviors Workshop teaches you the simple words, small behaviors, even body language, that can have significant meaning to individuals and groups. Based on the book, 58 little things that have a BIG impact: What’s Your MicroTrigger?, this workshop has become the favorite for those who want to move beyond diversity to become inclusive.

For additional information,E-Mail [email protected] call 1.877.448.9477Join companies including MetLife, Progress Energy, L’Oreal, UBSInvestment Bank, Herman Miller and Hyatt Hotels who holdMicroTriggers™ Workshops for their managers and associates.

finally

Training that MovesBeyond Diversity...

to Inclusion!

www.microstriggers.com

www.ivygroupllc.com

KPMG LLP


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KPMGLLP’s Japanese Practice employs some300 professionals in the United States, with

more than half of them women. Since these pro-fessionals work in a culturally diverse environ-ment, with varying approaches to women in theworkplace, the Big Four accounting firm has cre-ated an internal organization to address the issuesfaced by many Japanese women working in theUnited States.

The Japanese Practice’s KPMG Networkof Women, or JP KNOW, is an offshoot ofKPMG’s Network of Women (KNOW), a firm-wide initiativedesigned to help women to connect with their peers, meet mentorsand share career experiences.

“We felt that the women professionals working for theJapanese Practice are in a slightly unique position in the firm inthat they have to work bi-culturally,” said Yuki Tobinaga, associ-ate director of marketing for the Japanese Practice. “I think thatmost people know that gender relations are a little different in aU.S. business environment than in a Japanese one.”

The idea for JP KNOW came about during a partner meet-ing the firm held in 2005. KPMG’s Women’s Advisory Boardgave a presentation about the firm’s initiatives to create a morecompelling work environment for women. They noted that thefirm’s two-year-old KNOW program was growing, with local net-works being set up in KPMG offices around the country.

Three Japanese Practice partners—Michiko Yano of MountainView, Yasuko Metcalf of Chicago and Masako Carpenter of LosAngeles—realized that the Japanese Practice would benefit from aKNOW organization specifically for its members, to providethem the opportunity to meet other women in similar situations.

“We just thought that, even though people within theJapanese Practice would also be a part of the KNOW network intheir individual offices, it would be appropriate to have a networkspecifically for the Japanese Practice as well,” Yano said.

KPMG’s Japanese Practice is a group of professionals in theU.S. firm, located in various offices across the country, whoprovide tax, audit and advisory services primarily to U.S. compa-nies that are subsidiaries of larger Japanese corporations. Thepractice has been in existence since 1973.

Roughly 80 percent of the professionals in the JapanesePractice are native Japanese. In addition to common backgroundsfrom having lived in Japan or with Japanese families, members ofthe Japanese Practice share the unique experiences and concernsof working with Japanese clients. But their knowledge of theAmerican culture and business environment varies widely. Of thewomen in the practice, some have been in the United States sincethey were children, while others came to the U.S. after college.

The objectives of JP KNOW align with those of thebroader KNOW organization: to provide a forum for women tonetwork, foster mentoring relationships, further professionaldevelopment opportunities, support work-life balance andhighlight career opportunities. However, while the KNOWchapters are organized at the local, office level, JP KNOW is anational association.

To accomplish its objectives, JP KNOW hosts lunches, din-ners and team-building activities throughout the year in variousvenues. For example, senior partners regularly host dinners tomeet and mentor younger staffers.

Yano also noted that the men of the Japanese Practice areinvited to events as well.

“We feel that a lot of the issues that the women face, the menface as well,” she said. “Also, it’s really important, even if theydon’t share the issues, for them to understand them so they cansupport their colleagues or support their spouses.”

KPMG’s JP KNOW Helps Japanese WomenWorking in the U.S.

www.kpmg.com


Pratt & Whitney has 38,000 employees in 253 locations worldwide and for more than 80 years, we’ve drawn our real power from our employees’ individual talents and multitude of backgrounds.

That’s why we’re so proud to receive “A Best Diversity Company” award from the readers of Diversity/Careers in Engineering & Information Technology Magazine. At Pratt & Whitney,

our strength comes not just from our similarities, but from our differences.

our powercomes fromour people

Pratt & Whitney. Committed to Diversity. Committed to Excellence.

THE EAGLE IS EVERYWHERE.

www.pw.utc.com

www.pw.utc.com

MGM MIRAGE

MGMMIRAGE was a presenting sponsor of theWomen of Color Conference, the first event of

its kind in Las Vegas. Members of the corporate diver-sity department were catalysts in creating the eventalong with the four ethnic chambers of commerce—American Indian,Asian, Latin andUrban.This historicevent attracted more than 500 minority women andmenwho gathered to participate in workshops rangingfrom health and wellness to personal finance, beautyand self-esteem, career development and leadershipskills.

The conference attracted local and nationalleaders including Marilyn Johnson, vice presidentof market development for IBM; Juana Bordas, author and pres-ident of Mestiza Leadership International; Terrie Williams,entrepreneur and motivational speaker; Sachi Koto, presidentand CEO of Sachi Koto Communications; Brenda Perryman,author and performance poet; Nevada First Lady DawnGibbons; and Nevada AttorneyGeneral CatherineCortezMasto.

MGM MIRAGE execu-tives that participated in theWomen of Color Conferenceincluded: Michelle DiTondo,vice president of humanresources at New York-NewYork Hotel & Casino; HollyGagnon, president & COO ofthe Gold Strike Resort &Casino; Barbara Hewitt, execu-tive director of MGM GrandUniversity; Rose McKinneyJames, MGM MIRAGE boardof directors; Punam Mathur,senior vice president of corporate diversity and community affairs;Debra Nelson, vice president of corporate diversity, communica-tions and community affairs; and Patricia Norman, director ofadministration for corporate diversity and community affairs.

MGMMIRAGEVice President Debra Nelson saw a need fordialogue among minority women in the Las Vegas community.She approached the chambers of commerce with the idea, andthey overwhelmingly agreed. From there, a day-long event was cre-ated to bring women together from across Southern Nevada andbeyond. The goal of the event was to provide leadership, network-ing and learning opportunities through a variety of workshops.Additionally, event organizers hoped that the success of the eventwould lead to it becoming an annual event.A planning committee, made up of representatives of the cham-

bers and presenting sponsors, was formed to oversee the develop-ment and execution of the event. The committee included severalsub-committees to focus on areas such as finances, logistics, mediarelations, sponsor relations, and speaker relations.

The program was developed and included a networking break-fast, morning and afternoonworkshops, luncheon, round-table discussion and a mixer.Conference panelists includedauthors, executives, motiva-tional speakers, communityleaders and others.

The Women of ColorConference received a trem-endous amount of positiveresponse. Surveys were filledout by conference attendees,rating the conference on qual-ity of speakers, timing ofevents, relevance of discussiontopics, etc. Overall, attendees

felt informed and inspired, and looked forward to future events.The conference attracted participants from around the country,and several attendees have expressed interest in hosting similarevents in their local communities. Additionally, MGM MIRAGEis considering hosting this event on an annual basis and has begunthe planning process for next year.

Women of all ethnicities, professions and social backgroundsfrom throughout Nevada and across the country participated in theWomen of Color Conference. Conference attendees included stu-dents, young professionals, seasoned executives and business owners innumerous fields and industries. Perhaps the biggest beneficiary, how-ever, was the Las Vegas community, as the conference was a demon-stration of the collective power of the localminority chambers of com-merce to enact a program that benefited women across the city.

MGM MIRAGE Women of Color ConferenceBreaks New Ground

From left to right: Debra Sillik of American Indian Chamber of Commerce, Vida Chan Lin of theAsian Chamber of Commerce, Victoria Napoles of the Latin Chamber of Commerce and HannahBrown of the Urban Chamber of Commerce welcome 500 attendees to the first-ever Women ofColor Conference in Las Vegas. The day-long event featured leadership, networking and learning

opportunities through a variety of workshops.

From left to right: Doretha Easler, Manager of Community Relations for NevadaPower; Wai Ling Eng, McDonald’s franchise owner and operator; Punam Mathur,

Senior Vice President of Corporate Diversity and Community Affairs for MGMMIRAGE; Rose McKinney James, President of Energy Works Consulting;

Catherine Cortez Masto, Nevada Attorney General; and Lori Nelson, Director ofCorporate Communication for Station Casinos, Inc., participate in a panel

discussion at the first-ever Women of Color Conference in Las Vegas.The workshop, entitled “Cultivating Women Leaders: Skills for Success in

the Community, at Work and at Home,” discussed how women balance thecommitments and demands of leading busy lives.

PDJPDJ


www.mgmmirage.com


PepsiCo Celebrates the Life of Edward F. Boyd

Edward F. Boyd helped place Pepsi in the hearts and hands of

many Americans. And in doing so, he became an innovative leader

and true pioneer in marketing.

It’s been 60 years since Ed was hired to form the very � rst team

of African-American marketers, opening up African-American

communities across the nation. He de� ned target marketing —the

way many businesses today meet consumer needs with products

and services.

Brave, distinguished and endearing, Ed Boyd helped move

America and business to greater racial equality. Today, his spirit

still inspires us.

To learn more about Ed Boyd and all his accomplishments,

read The Real Pepsi Challenge by Stephanie Capparell or visit

careerjournal.com, go to the left column under Article Search and

type in: Ed Boyd.

1914 – 2007

www.pepsico.com

NHLI Offers New Program for Latinas

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National Hispana Leadership Institute

For nearly 20 years, the National Hispana Leadership Institute hasoffered thepremiere leadershipdevelopment program forLatinas inthe United States. Based on the impact of our Executive LeadershipInstitute for Latina professionals, NHLI launched the Latinas Learningto Lead Summer Youth Institute in 2001. This pilot program is mak-ing a difference in the lives of college-age Latinas (ages 17 to 22) aroundthe country.

NHLI’s mission is to develop Hispanic women as ethicalworld leaders through training, professional development, com-munity and world activism, and relationship building. NHLIhelps professional and college-age Latinas develop leadership expe-rience to prepare them for roles as community business and politi-cal leaders. NHLI offers training in public policy, strategic manage-ment and team building, and issues such as gender, race and class.

Graduates are required to mentor at least two Latinas for twoyears and develop a leadership project benefiting at least 25Latinas. More than 5,000 Latinas have gained valuable leadershipskills through NHLI’s programs since 1987.

Program boasts many impressive alumnae• Irene Martinez (Class of 1992)—Irene had a vision ofbuilding a facility that her organization, El Centro de DelhiCommunity Center, could call its own. Ten years later, Irene cutthe ribbon on a 27,000-square-foot facility that serves 20,000families a year in Orange County, California. The center has doubledthe number of licensed home-based care providers in Santa Ana,helping providers start and build successful businesses and givingworking mothers peace of mind.

• Becky Barrera (Class of 1997)—Becky started the NationalLatino Children’s Institute, which lends voice to Latino children byidentifying best practices and models, and shapes policies and programsthat promote healthy environments for children.

• Denise Perez (Class of 2006)—Denise organized a fitnessawareness 5K Walk targeting Latina women to engage them in theimportance of daily exercise. She also organized a group of 2006alumnae to create a team for the Seattle triathlon in August of 2007,and currently trains other Latinas for the triathlon via email.

Hispanics are the largest ethnic minority in the country.According to the 2000 Census, the U.S. Hispanic population grewby a staggering 58 percent in the last 10 years, four times fasterthan the total population.

The Latina labor force has also experienced tremendousgrowth. However, 75 percent of Latinas earn less than $30,000annually. Less than one percent earn more than $75,000 annually.A U.S. Department of Labor study found that minorities andwomen have made substantial gains in entering the workforce, butthey are not equally represented at the midlevel and senior levels ofmanagement in government or corporate sectors.

While Hispanic women continue to progress in all sectors ofsociety, they are grossly underrepresented in the corporate board-room, in the political arena and in management and senior-levelpositions within the private sector.

Innovative and strategic methods must be developed to edu-cate and train Hispanic women for leadership in order for them toparticipate and lead in a complex and changing global market. Ifthey are to impact public policy and create positive change,Hispanic women must have the knowledge, life skills training,personal empowerment and experience to move into the highestlevels of decision-making and leadership.

To address this lack of Latinas in leadership positions, NHLI,based in Washington, D.C., was created in 1987. The Institute’sgoals are to ensure that Hispanic women are in leadership posi-tions and have the access and power needed to influence publicpolicy and shape an equitable and humane society, and to enhanceand develop leadership abilities among Hispanic women.

By providing Hispanic women with educational, leadershipand professional development opportunities and access to rolemodels and mentors, NHLI helps Latinas advance and grow asleaders, become even more vital contributors to the economy andcreate healthy communities.

Recent AccomplishmentsIn the last year alone, NHLI has received a number of nationalawards for its groundbreaking work, such as:

• The Center for Creative Leadership 2005 DistinguishedAlumni Award.The center typically designates an individual alumnusto receive its annual award; this is its first award made to honor anorganization.

• The Independent Sector 2005 Leadership Award. The awardhonors outstanding organizations for their leadership in investing in thepeople of the independent sector as they work to build community.

• The Cesar Chavez Award. The United States HispanicLeadership Institute selected NHLI for its Outstanding CommunityService award. This award—named after Cesar Chavez, founder ofthe United Farmworkers Union—recognized NHLI’s outstandingservice on behalf of the Hispanic community, advocating for civilrights, social and economic justice, and equal opportunity.

NHLI youth and adult alumnae

www.nhli.com


www.nationalcity.com


PDJPDJ


Raytheon

The Raytheon Women’s Network (RWN) is a membership ofwomen andmenwho strive to create awork environment that

allows each woman to achieve her fullest potential. Specifically,RWNprovides tools to network, mentor, plan, and develop careersand achieve work/life balance.

RWN-ES, the Raytheon Women’s Network-El Segundo,is one of six networks active at Raytheon’s Space and AirborneSystems’ El Segundo, Calif.-based business. The networkssupport Raytheon’s goals for a diverse and inclusive culture andRaytheon’s vision to be an employer of choice.

RWN-ES has two sponsors from the Space and AirborneSystems leadership team: Dina Hyde, vice president of SupplyChainManagement, and Bobbi Pollack, vice president of legal.Both women have been supportive mentors to RWN-ESleaders and members.

RWN-ES is also part of the Raytheon GlobalWomen’s Network (RGWN), an employeeresource dedicated to serving as a strategic businesspartner in building and maintaining a diverseworkforce. RGWN provides a forum for local net-works to share common experiences and lessonslearned, acting as a catalyst between those localnetworks and other employee resource groups.RGWN is committed to increasing the visibilityand contributions of Raytheon.

Diversity at Raytheon is about inclusive-ness—providing an atmosphere where everyonefeels valued and empowered to perform at a peaklevel, regardless of the many ways people are differ-ent, including but not limited to age, race, gender,sexual orientation, family history or physical ability.

The diversity networks are mostly run by vol-unteers who are elected by their members. Thenetwork leader then appoints committee heads for important top-ics, such as career development, mentoring or innovation. Thenetwork leadership then works with other networks to share andsupport programs. That results in a broad group of employees par-ticipating in the Raytheon Black Employee Network (RAYBEN)events, for example, and that same collaboration and participationfor all diversity events. Women of color do not have a specific net-work; rather, they have the opportunity to participate in RWNand any other resource group that interests them.

RWN has sponsored three major programs so far in 2007.These programs were open for all Raytheon SAS employees, bothwomen and men, to attend. One was on the topic of “Why Someof Us Tick and Others Tock” and discussed how our inherent val-ues play a key role in our diversity, and understanding this can helpus communicate more effectively with one another.

Another was on the topic of “Disability—AForgotten Aspect of Diversity” and helped promotea better understanding of the special needs of thosewith various disabilities. The third was the annualcelebration for Women’s History Month.

To Kim Chacon, president of RWN-ES,“Being part of the Raytheon diversity teams hasgiven me a forum for greater interaction with thediverse, multicultural group of women acrossRaytheon. In addition, being an RWN officer hasnot only helped me further grow my own leadershipand collaboration skills, but it has also given me anopportunity to help develop and provide a trueresource group for these other women.”

In the most recent Women’s History Monthprogram, 250 men and women Raytheon employeesattended RWN’s presentation of actress Ella Joyce inher one-woman play on the life of Rosa Parks. “As awoman leader at Raytheon, I was very moved by this

presentation,” Chacon said.Other successful RWN programs have included the UCLA

Women’s Leadership program. Raytheon sponsored 50 women inthe 3-day class. One attendee four years ago was Mercy O’Hoyt,who has since become chief engineer for Advanced Concepts andTechnologies in El Segundo.

“I am fortunate to have the opportunity to explore manycareer venues in Raytheon, and further blessed by having manyawesome people around me who helped and shaped me as a pro-fessional and as a person. These groups included my superiors, mypeers and my subordinates,” says Mercy. “My success thus far is atestament to Raytheon’s culture of inclusiveness. There is alwayssomeone willing to extend a hand in difficult times and challenges.”

Current multicultural Raytheon Women’s Network-El Segundo (RWN-ES) Board.Photo includes five of the RWN board members (front row), and four of the other

diversity group leads (back row).

Raytheon Women’s Network and Employee ResourceGroups Supporting Women of Color

RWN logo: Many womenconsider pink a color thatsymbolizes their strength andbonding. As such, the pinkfigures in the RWN logorepresent the strength innumbers provided by ourwomen’s networks. The bluefigures signify that RWN issupported by Raytheon’smen, and the red star repre-sents RWN's commitment toRaytheon’s values.

www.raytheon.com


We each have a

unique story to tell

Our di�erent backgrounds, experiences, thoughts and perspectives have helped shape us into who we are today.

As we help you protect the things that matter most to you, we know one approach won’t work for everyone.

Truly listening to our customers is at the heart of our On Your Side® promise. And at Nationwide, we care about helping you meet your unique needs.

backgrounds

experiences

thoughts

perspectives

Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company. 1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.

www.nationwide.com

www.nationwide.com

USPS Clears Away Hurdles for Women to Succeed

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U.S. Postal Service

As one of the largest employers in the nation, the U.S. PostalService recognizes that a workforce that reflects the diversity

of the communities it serves is critical for continued success in the21st century.

The Postal Service’s vision is for every employee to havean opportunity to move up in the ranks of the organizationthrough outstanding performance and career developmentopportunities. Opportunities for women, including thosefrom diverse cultural and racial backgrounds, have never beengreater within the Postal Service.

Women hold key managerial and executive positions atthe Postal Service. Currently, eight officer positions within theorganization are held by women. There are three high-rank-ing senior level executives who are women of color: DeloresKillette, vice president and consumer advocate; KathleenAinsworth, vice president, delivery and retail; and MarieTherese Dominguez, vice president, government relations.

National Women’s ProgramFor more than 30 years, the organization’s National Women’sProgram has helped to improve career advancement opportunitiesfor women. The program can be traced back to the 1959 appoint-ment of Mrs. Cecil M. Harden as the Post Office Department’sfirst Special Assistant for Women’s Affairs. By 1964, the PostOffice Department had a plan to increase opportunities forwomen, and the first Postal Service Women’s Action Committeewas born.

Integrated ApproachIn 2005, the Postal Service implemented an innovative approachto managing the development of a diverse talent pool. Thisapproach combined various functions to create one departmentthat integrated employee development programs with diversityprograms, including the National Women’s Program. Womenfrom diverse backgrounds have benefited from developmentalopportunities through programs such as the Associate SupervisorProgram, Advanced Leadership Program, and CareerManagement Program. These programs have provided womenwith advancement opportunities at all levels of the organizationand at different stages within their postal careers.

But it does not stop there. The Postal Service recognizes thebenefit of attracting talent from outside the organization.We offermanagement opportunities to candidates through the Manage-ment Intern Program.

Today, the Postal Service has more than 100 diversity profes-sionals involved in attracting diverse talent to the organization andencouraging upward mobility through the various postal-careerdevelopment programs and processes. Our goal is to continue tobuild a performance-based culture and improve the skills of ourworkforce.We are proud of our employees’ achievements. Here are

just a few examples of how the Postal Service’s commitment to devel-oping employees has benefited the organization’s women of color:

• Chu Falling Star, Cincinnati, Ohio, postmaster, began hercareer as a clerk. She took advantage of training and supervisoryopportunities, including the Career Management Program andthe Advanced Leadership Program, to obtain positions requir-ing higher accountability and responsibility.

• Lilly Jung-Burton, Triboro, N.Y., district manager, receiveda postal executive appointment in 1988, one of the first AsianAmerican female executives. She cites several programs thataffected her career, including the management traineeprogram, a two-year structured program that provided acomprehensive view of Postal Service functions.

• Elizabeth Johnson,Mississippi district manager, entered thePostal Service as a management associate after receiving amaster’s degree in business administration. She had a fabulouseducation, but not much practical job experience. Throughthe management program, she found ways to grow andcontribute to the organization.

• Maria Lourdes Pell-Stockman, manager of human resources,integrated communication and branding, credits her successat the Postal Service to having a mentor. “The organizationembraces diversity by offering various paths to success as longas individuals are willing to work hard and set themselves apartas leaders and achievers,” said Pell-Stockman.

Building on Success for the FutureBuilding on its legacy of diversity, the Postal Service will continueto expand recruitment efforts and continue to promote workplacepractices that provide career opportunities for the best and brightesttalent available. The Postal Service is committed to providing allemployees with the tools and knowledge needed to do their jobstoday and prepare them for the leadership challenges of tomorrow.

Delores Killette Chu Falling Star

www.usps.com


MFHA’S 2007 CONFERENCEHIGHLIGHTS BOOK IS NOW AVAILABLE!visit our website www.mfha.net to download it now

THE MULTICULTURAL FOODSERVICE & HOSPITALITY ALLIANCE’S 2008 CONFERENCE will be held in Chicago, August 10–12.

www.mfha.net

www.mfha.net

Real-Life Holiday MicroTriggers

MicroTriggers are those subtlebehaviors, phrases and inequities

that trigger an instantaneous negativeresponse.The holidays are ripe with opportu-

nities for triggers: from subtle messagesat work that say, “You’re celebrating thewrong holiday,” to shopping experiencesthat make you want to leave your pur-chase at the register and dinner conversa-tions that are troubling enough to giveyou indigestion. This holiday seasonremember that little things matter a LOT!

Here are some recent submissionsfrom our readers.

Christmas Time is HereI love Christmas time. Yes, I said it.

‘Christmas!’ My MicroTrigger is when,under the guise of diversity and politicalcorrectness, I am viewed as an insensitiveunsophisticate and treated as if I havecommitted a crime for saying MerryChristmas and celebrating the truemeaning of the holiday.”

My Hand is Cleaner Than a Dollar BillI was shopping and paid with cash.

When I handed the money to thecashier, she laid the change back on thecounter instead of putting it in my hand.I told her that all money is spendable,regardless of the customer’s race. I askedher if she thought my hand was too dirtyto touch. I also informed her that it’s notgood customer service or respectful to laychange on the counter when a customerputs it directly in your hand.”

Now That I Have You in the StoreIt annoys me when a company runs

an advertisement indicating a really gooddeal and then has a sign in the storeupon your arrival apologizing for themisprint. It may be legally correct, but itsure ticks me off.”

Good Thing He’s an ExI have struggled with my weight

most of my life. The last thing I want tohear before sitting down to a fat- andcholesterol-laden holiday feast is howmuch weight I have gained. Right beforedinner, my ex-father-in-law would takethe opportunity to remark on how heavyI was and how many pounds I had puton. He is also hard of hearing, and as aresult, he speaks very loudly and all hisweight comments were heard by all thedinner guests.”

RSVPFor the holidays, I take a little extra

effort to set a special dining table. Forme that means taking the time to thinkabout the plates and glasses. I also try toadd something special like a personalizedornament at each place setting. Everyoneappreciates that I took the time dosomething festive.Knowing how many guests I’ll have

for Christmas dinner matters. I alwayscook more than enough food. But Iwant to make sure that I have enoughplace settings and special trinkets foreach person. So when I call my sister toask if she’s coming for the holiday, sheresponds, ‘I don’t know yet—I’ll letyou know.’That’s fine. It’s only the first week of

December. Who knows? She’s entitled tohave other plans like anyone else in ourfamily. The following week, I call. Samething. “I’ll let you know.” I email her afew days later and she’s still not sure.When do I find out? Christmas Eve!

And guess what? She is NOT coming.”

_________, Dressing, and All theTrimmingsWe have several good cooks in our

family, so we divide up the responsibili-ties for making different dishes forThanksgiving dinner. Even those who do

not cook seem to find great places tobuy prepared food, so it’s wonderful.There’s one thing that burns me up,though. It’s my brother. He alwayspromises to bring something central tothe meal. Last year it was the turkey—but then he showed up 2 hours late!”

A Long Full WinterI love my grandmother’s cooking and

she knows it. So I always get seconds ofanything that she makes. But last yearwhen I brought my new boyfriend toThanksgiving dinner, she embarrassedthe heck of out me. She asked my sisterif she wanted seconds, and she said thatshe was already full. But when she got tome she said, “Oh, I know you want anextra helping. You’ve always eaten likeyou’re squirreling food away for theentire winter!”

Hey Santa, I’m down here!The holidays are here and what

better way to celebrate than to run forcover. Don’t get me wrong; I love thegift of giving. It’s just that I’m verticallychallenged, and it seems that during theChristmas holiday all the tall peoplecome out to the malls in droves just totrample me. I feel like I’m playing dodgeball. I’m ducking from swinging shop-ping bags, being suffocated by a wallof people like trees, left in the middleof the aisle like the old video game,Leap Frog, trying not to get hit byin-coming pedestrians.With all the hustle and bustle and

holiday cheer musically sprayed throughthe mall sound system, please look outfor the short people. Much obliged.”

Janet Crenshaw Smith is president of Ivy PlanningGroup LLC, a consulting and training firm thatspecializes in diversity strategy and leadership. Herbook is titled MicroTriggers: 58 Little Things ThatHave a Big Impact. Have a MicroTrigger story toshare? Send it to: [email protected]

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Bausch & Lomb 75www.bausch.com

Bank of the West 58www.bankofthewest.com

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Life’s calling. Where to next?

Our neighborhood was always built around music.

So it’s good to see everyone pick up the beat.

Now the band keeps playing on.

My dream is to get the good times rolling again in my hometown.

I

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At WellPoint, we are addressing tomorrow’s health care issues today. Womenaccount for approximately 70-85% of health decisions made in U.S.

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Better health care, thanks to you.

Visit us online at wellpoint.com/careers and wellpoint.com/diversity

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PROFILESIN

DIVERSITYJOURNAL

NOVEMBER/

DECEMBER2007

•VOLUME

9NUMBER

6www.diversityjournal.com

At Halliburton, we’ve found that putting significant trust—and business—in the hands of minority-

and woman-owned businesses is a win-win proposition for us all. Vendors win by partnering

with one of the world’s leading companies. Halliburton wins by receiving first-class service from

these quality-driven firms. If you have a minority- or woman-owned business, we want to talk to you!

Please contact us at [email protected] or visit www.halliburton.com/supplierdiversity.

© 2007 Halliburton. All rights reserved.

HALLIBURTON

H e l p i n g b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y .

Also Featuring ... Chrysler Financial’s Front Runner William F. Jones Jr. • Multicultural Programs for Women

Volume 9, Number 6

NOVEMBER / DECEMBER 2007$12.95 U.S.

Featuring These Leading Suppliers for HalliburtonBack row, left to right: CHERYL LAWSON, DUNCAN INDUSTRIAL SOLUTIONS;

OTIS ANDERSON, MICRO-SMART SYSTEMS, INC.; BARBARA PAULL, GENERAL TRUCK BODY; P.D. MORRISON, PDME

Front row: VIMAL KOTHARI, SYSTEL INC.; E. JEAN JOHNSON, LEGALWATCH INC.

http://www.generalbody.com/

http://www.pdme.com/

http://www.legalwatch.com/

www.halliburton.com/supplierdiversity

profiles in diversity journal | nov/dec 2007

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